The Hard Skills Gap We Continue To Ignore

BY / GRANT TOUPS HILL+ KNOWLTON STRATEGIES

“PR people don’t do numbers.”

The number of times I’ve heard a variation on this theme could fill volumes of now outdated encyclopedias. We all agree that we live in a technological world. We even value things like “digital native-ness” and the skills that go along with it.

But there’s a growing divide that’s putting the long-term future of our profession at risk. Certainly, there are exceptions, but generally as a profession, we don’t understand or harness data as it could (and should) be. We don’t know how to thoughtfully buy and manage data. We don’t know how to integrate it and derive insights from multiple data sources. And when we have those insights, rarely do we convert them into data-validated, actionable intelligence. And, frankly, our efforts to learn (where they exist) are being far outpaced by technological innovation in artificial intelligence and machine learning.

We have a rich history in our profession of drawing down on the alchemy of experience-driving, gut instinct-driving decision-making. It has always had a place in what we do, and always will. It must; there’s no machine or data set that will ever (at least not for a very long time) be capable of the wisdom required to translate experience into meaning.

The question we have to ask ourselves is, “Is it enough”? The answer I keep coming back to is, “Not anymore.”

As we work to shape the next 50 years of the communication profession and articulate the role we should play inside corporate strategic decision-making, we are destined to lose ground if we continue on the path we’re on. Our C-suite counterparts are not making sweeping, multimillion-dollar recommendations on gut instinct alone. Yet far too often, as communicators, we are. Awkwardly, we’re frequently asked to “get some data to support our conclusion.” Our friends in the finance department aren’t asked to do that. Nor are those in technology, or marketing, or HR.

Grant Toups is the global chief technology officer of Hill + Knowlton Strategies. He is a founding member of Page UP and a member of the USC Annenberg Center for PR Board of Advisors.

In the past — and this challenge persists today as well — our biggest issue was lack of data ownership. Unlike sales or finance, we communicators don’t own the data we need to make decisions. In fact, most of the time no single entity owns that data … media, social, web, search, employee … the list goes on. But the days of struggling to get the data we need are largely in the past.

So why are we not farther along? Why aren’t we more “data-driven” overall? I posit this: We’re focused on the hard skills of the past to the detriment of the hard skills of the future. Do communicators need to write exceptionally well? Of course. Present persuasively? Absolutely. Understand in detail the changing media landscape and the evolving PESO model? Without question. Business acumen? Check.

But what’s missing? Basic data science. Foundational computational statistics. Data visualization. Artificial intelligence and machine learning fundamentals. Data methods, strategy and advisory.

We’ve gone on this journey before. A decade ago, digital and social media was a special capability of the few. Today, a basic understanding of these spaces is required at all levels of our organizations. Just a few years ago, ESG was so specialized a space that few communicators ever engaged with it. Today, more and more of us are challenged with expanding our understanding of these critical spaces. Data and technology are no different. I predict that in 10 years (though I’d wager even sooner!), data proficiency and technology basics will be a part of every job description in the communication world from assistant account executive to chief communications officer. Will there be a role for specialists with deep expertise in specific areas? Of course. But those of us saying that “we’ll call our data person to figure this stuff out” will be left behind.

So, what do we do about it? How do we ensure that we’re future proofing the careers of communicators and protecting the long-term strategic viability and impact of the profession? • Hire from other spaces and disciplines. • Build job descriptions that meet the demands of “this future” today and require these skills for our most transformative roles. • Embrace training, job sharing, experimentation and incubation programs throughout companies and agencies. • Embrace certifications and nontraditional learning supplements.

This future is achievable and core to what we do as communicators. See a shift, sense the impact, learn what’s required, and bring the insight to bear. Have the flexibility to tap into non-traditional talent. Transform our clients, and our own companies. The future is now, if we have the courage to do a little math. ▪