Ever changing landscape - call for more PR?

It is without a doubt that since entering the "work force" over four years ago, I am witnessing great change in our economic and financial landscape. From departments feeling great relief after the GFC, to becoming more independent and vocal to a sudden tightening of the belt. Is this a great opportunity for smart and savvy PR techniques? I think so. Businesses and organisations are becoming too top heavy, resulting in ineffective and ineffective work places.  To me, public relations has been about working smarter, not harder and becoming known for the RIGHT reasons.

For example, when we commence a new task, one must be able to justify our position. Will what we are about to commence make an impact on the end result? The outcome should be yes - but hopefully only a positive one.  When I was at Rialto Energy I witnessed this transmission from larger work crews to one that had become a team of three in the Perth office to reduce cost, maximise efficiency and ultimately delivery what the Company had promised its shareholders and stakeholders. As you can imagine, the PR Manager was spread quite thin between two international offices, the base office in Perth, as well as maintaining a relationship with the Board and stakeholders.  With an office in the Ivory Coast which was prone to terrorism and surrounded by corruption, it wasn't a job that was to be tackled by a naive and insensitive individual.  Most importantly, I think the most important technique for Rialto was to keep the audience updated with current media and regular meetings and information sessions about the Company.  This meant that shareholders would generally maintain their interest in the Company, the staff were well educated about the matters which in turn would be beneficial to them when they were making critical decisions in relation to Rialto's future, be it long term and short term.

Although the Perth office had been whittled down to just three employees, we were all aware of our daily tasks and duties, and what was asked of us.  If our audience was to lose interest of confidence, then we would be unable to keep the Company going as it reliant on capital raised from the stakeholders. With the Oil and Gas industry being so fickle, one could probably bounce back from such defeat, however, the market is not as trusting as it used to be.  Obtaining more shareholders which would help fund another project off to Ivory Coast meant there was a huge pressure to ensure this was achieved.  Were we successful? Stayed tuned...

Natalie Andre