Flexible work conditions in the public relations industry in Latin America and the Caribbean

In recent decades, the communication industry has undergone a significant transformation in its work schemes, with one of the most notable changes being the growing flexibilization of labor. This trend has impacted strategic sectors such as public relations (PR, hereafter), both globally and regionally (Sriramesh and Verčič, 2002; Molleda et al., 2017; Labarca and Sadi, 2022).

It can be assumed that in Latin America and the Caribbean (LAC, hereafter) flexible work conditions in the PR industry reflect a combination of economic, technological, and social factors. The growing adoption of digital technologies has facilitated the increase of independent workers and short-term projects, where technical and communication skills are fundamental. However, this flexibilization often comes with job insecurity, low wages, and a lack of social benefits. In this context, the profession faces challenges related to contract negotiation, career sustainability, and access to professional networks.

Despite the relevance of this phenomenon, there is a lack of rigorous and longitudinal academic research that specifically addresses flexible work conditions in the PR industry in LAC (Martínez-Ortiz et al., 2024). In that regard, studies such as the Latin American Communication Monitor (LCM, hereafter) (Álvarez-Nobell et al., 2021, 2023; Moreno et al., 2015, 2017, 2019; Nassar et al., 2019) have highlighted the need and importance of intensifying research on the profession in the LAC region, considering its unique context given its diverse socioeconomic, political, and cultural environment.

Regarding labor flexibility, additional characteristics are influenced by informal labor structures, high inequality rates, and shifting labor relations dynamics. Although flexible work schemes, such as freelance work, telework, and temporary contracts, have gained ground in the region, academic literature has paid little attention to the particularities of these schemes in the PR sector. This lack of high-quality studies is especially concerning in a region where the industry plays a key role in developing corporate, political, and media strategies. To properly understand labor flexibility in the PR industry in LAC, it is essential to have evidence from rigorous, longitudinal studies based on relevant and updated literature. Such studies allow the identification of changing patterns over time and provide a more complete picture of the factors impacting flexible workers in this sector. Moreover, given the complexity of the regional context, it is necessary to conduct an analysis that integrates the micro, meso, and macro levels to understand the interrelated dynamics that shape labor experiences in the field.

This study aims to map and characterize the professional market in different countries in the LAC region, as well as the disparities in terms of access to resources, training, and job opportunities. Additionally, it analyzes workers’ perceptions of their working conditions, including sense of control, autonomy, and job security.

Key factors influencing working conditions in the industry are also incorporated, such as the growing digitalization (COMMtech, hereafter), which has revolutionized how professionals interact with their clients and audiences (Zerfass and Brockhaus, 2021). The adoption of digital tools and communication platforms is transforming work processes, but it has also increased demands for productivity and availability among flexible workers, creating new tensions regarding work-life balance. Another relevant factor is the role of empathetic leadership within organizations and how it influences the work experiences of flexible workers. Empathetic leadership refers to the ability of organizational leaders to understand and address the emotional and work-related needs of their teams (Álvarez-Nobell et al., 2024). In a flexible work environment, where workers may feel isolated or undervalued, the presence of empathetic leaders can make a significant difference in terms of motivation, well-being, and work performance.

Finally, the study examines salary levels in the industry, particularly concerning flexible workers. Despite these professionals often being highly skilled, their income can vary significantly depending on factors such as contract type, experience, and client relationships. This wage disparity is a major challenge in LAC, where informal economies and a lack of protective labor regulations exacerbate job precariousness (Yue and Thelen, 2023).

In summary, this research on flexible work conditions in the PR industry in LAC highlights the growing importance of this sector in the region’s economies and societies. By generating evidence about the labor realities in this context, it is possible to contribute in relation to policies and practices that promote more equitable and sustainable labor relations (Moreno et al., 2023). Additionally, the findings of this research are expected to serve as a foundation for future academic and professional discussions about labor dynamics in the communication and PR industry in LAC (Thelen, 2021).

The study of PR professionals in LAC presents several challenges, partly due to the region’s sociocultural and economic diversity, as well as the lack of high-quality longitudinal studies addressing these particularities. Traditionally, the lack of access to systematic and comparable data has limited the understanding of the profession, its profile, and its evolution in the region (Álvarez-Nobell et al., 2022a, b; Moreno et al., 2023). However, since 2013, studies like the aforementioned LCM have provided a solid research foundation on the profession, becoming the largest and most rigorous longitudinal and comparative scientific study in the region. Over the course of 10 years and five biennial editions, this large-scale survey has mapped a detailed profile of professionals in the region, covering their roles, sociodemographic characteristics, and labor dynamics. This study not only allows the analysis of trends in the profession but also highlights the impact of Spanish- and Portuguese-speaking professionals on the global stage (Athaydes et al., 2022).

The data has helped construct a map of the constantly evolving PR industry in LAC, particularly due to new labor and technological dynamics. The data suggests that the profession is highly diversified in terms of sectors, with professionals working in agencies, non-governmental organizations, corporations, and the growing field of self-employment and consulting. Additionally, levels of professionalization are increasing, with a significant percentage of practitioners holding postgraduate degrees (Moreno et al., 2019).

The analysis of the PR and strategic communication profession in LAC requires an understanding of both individual factors affecting professionals (micro-level) and broader organizational and national contexts (macro-level) (Zerfass et al., 2018). Below are the relevant dimensions for each level of analysis:

1. Micro Level: Individuals – Communication Professionals:

2. Position within the organization: The analysis should include the type of position held, which can range from leadership roles (such as communication director) to consulting or support roles within teams.

3. Experience: Experience in the profession should be considered, classifying professionals according to their years of practice (less than 5 years, between 6 and 10 years, more than 10 years) to understand how this impacts their skills and competencies.

4. Age and Gender: The demographics of communication professionals, including their age and gender, are crucial to understanding diversity and representation within the sector.

5. Salaries: Annual income levels are an important indicator of working conditions in the profession, allowing the identification of wage disparities and economic conditions.

6. Educational Level: Academic qualifications, ranging from undergraduate degrees to postgraduate studies, influence job opportunities and career development.

7. Membership in Associations: Affiliation with professional communication and PR associations can provide support networks and development opportunities and is relevant to understanding professionals' commitment to their field.

8. Macro Level: Organization – Country

9. Type of Organization: It is essential to classify the type of organization in which professionals work, whether it be a private company, government agency, NGO, communication agency, or consultancy, as this affects labor dynamics and career opportunities.

10. Countries: Analyzing the national context in which communication activities are carried out is key to identifying the cultural, political, and economic particularities that influence professional practice. Differences between countries can reveal regional trends and unique challenges faced by professionals.

The issue of wages is undoubtedly one of the most complex, given the characteristics of the region (Bárcena and Byanyima, 2016; CEPAL, 2023, 2022) and is also an area that requires urgent, systematic, and rigorous research (Zambrano Bonilla et al., 2024). The quality of employment and the structure of the PR labor market (as in many other sectors) in Latin America from a comparative perspective (Fernández-Franco et al., 2022) is fundamental for the consolidation of the industry. Inequality, income concentration, and the tax system shape the labor market and its trends toward flexibility.

Another fundamental aspect is the significant growth of self-employment and consulting in the PR industry. According to Engwall and Kipping (2013), organizations are increasingly inclined to “internalize expertise and capacity”, while simultaneously seeking to legitimize their decisions to a critical public. This has led to the integration of management consulting and communication consulting, where communication skills are essential for organizational success. Frandsen et al. (2013) note that, despite the relevance of consulting, this field has been under-researched, highlighting the need for further investigation. The complexity of communication consulting has been discussed in the context of planning and control, suggesting that quality efforts are needed to address this area; however, it has rarely been explored in-depth (Frandsen et al., 2013; Pereira, 2012; Hoffjann et al., 2021; Verčič et al., 2018).

In Latin America, the pandemic has led agencies and consultancies to reinvent their product and service offerings, indicating market growth. Specifically in Brazil, 2022 was considered highly positive, as agencies and consultancies raised around $920m, representing an increase of over 15% compared to the previous year (Abracom, 2022; Mega Brasil, 2023). This is related to the strengthening of digital communication post-pandemic in the region, indicating that this sector needs to invest in the digital skills training of its teams. Among them, data analysis, analytics, and mathematics stand out, as digital channel planning needs a more holistic approach (Kantar, 2023). Similarly, The State of PR in 2021 indicated that investment in PR was increasing significantly, and therefore, the essential skill for the next five years will be strategic planning, followed by media relations, particularly social media, which requires specialized consulting support.

Zerfass et al. (2015) led an exploration in Europe of the conflicting relationships between consultancies and clients, revealing discrepancies in the perception of both parties about the reasons behind dissatisfaction and even failure. Both clients and consultancies need specific competencies to work collaboratively and efficiently to produce quality results (Ennsfellner et al., 2014; Gómez-Ramírez, 2018; Schmitz, 2012). The consulting process can be modeled as an underlying relationship between the client and the consultancy, in which advice is generated through several steps (Zerfass et al., 2020): (1) the entry phase covers preliminary conditions, such as available structures and people; (2) the processing phase includes the execution of the consulting; (3) while the results phase materializes (or not) in direct and long-term outcomes (Donabedian, 1980; McLeod and Schapper, 2022; Ludwig, 2005). These models were originally developed for medical services and have since been adopted in various disciplines, including communication (Bentele and Nothhaft, 2004).

Labor flexibility has emerged as a fundamental aspect of the current dynamics in the PR industry, especially in the post-pandemic context. With the rise of remote and flexible work, many communication departments and agencies have adopted models that allow professionals to carry out their activities both from the office and other locations, such as their homes. This evolution has been driven by the need to adapt to changing circumstances and the growing demand for tools that facilitate effective collaboration and communication.

Given what is currently happening and after the pandemic, it would be assumed that most communications departments should be fully supporting flexible working and remote working. This approach was bolstered by the COVID-19 crisis, which forced many organizations to reconfigure their working methods (Álvarez-Nobell et al., 2022a, b). According to various studies, this transition has not only been made possible by technology but has also allowed agencies and departments to improve their efficiency and adaptability in a changing work environment. The implementation of synchronous collaboration tools, such as videoconferencing and instant messaging, has become a standard for facilitating both internal and external interactions (Brockhaus et al., 2022).

Labor flexibility has led to an increase in the use of digital platforms for communication and collaborative work. Among the most widely used tools are:

1. Videoconferencing: Platforms such as MS Teams, Zoom, Google Meet, and WebEx have become the norm for daily meetings and interaction with stakeholders. The frequency of using these tools has grown exponentially, enabling more direct and effective connections between team members, as well as with clients and external audiences.

2. Instant Messaging: Tools like WhatsApp, Slack, and Facebook Messenger have facilitated quick and direct communication, reducing response times and allowing for more fluid collaboration.

3. Online Whiteboards: Applications such as Miro, Mural, and MS Whiteboard have enabled teams to visually collaborate on projects, enhancing creativity and the exchange of ideas in virtual environments.

These tools have not only improved communication but also allowed for greater flexibility in managing work time and space (Brockhaus et al., 2022).

As offices begin to reopen, communication professionals face the dilemma of choosing between remote work and office-based work. The frequency with which professionals opt to work remotely instead of going to the office will depend on several factors, including the nature of their tasks, organizational culture, and personal preferences. The observed trend is that, even with the reopening of offices, many professionals will continue to use remote work as a viable and attractive option, given that it has proven to be effective and, in many cases, more productive.

The increase in collaboration facilitated by digital technologies during the pandemic has transformed the way organizations manage their communication. This phenomenon has allowed for unprecedented collaboration both internally (among teams) and externally (with stakeholders). The key to success in this new era of flexible work lies in understanding how communicators are adapting their strategies and using technology to foster effective collaboration.

The concept of COMMtech refers to all digital technologies used in the management and execution of key PR and communication activities. Brockhaus et al. (2022) define COMMtech as the integration of communication digitalization with stakeholders and the creation of a digital infrastructure for the communication function. This duality allows organizations not only to optimize their internal processes but also to interact more effectively with their stakeholders. The relevance of COMMtech is evident, as it is expected to transform both the work dynamics of professionals and the organizational structures of communication agencies and departments.

The implementation of COMMtech promises to profoundly transform the communication profession, providing communicators with more effective digital tools to interact with their audiences and manage content creation and distribution (Chowdhury and Lamacchia, 2019). This change not only enhances the ability to manage reputation and stakeholder engagement in an ever-evolving media environment but also transforms the dynamics of communication departments and agencies. The digitalization of communications fosters team collaboration and efficiency, promoting greater transparency and agility in processes. According to the Arthur W. Page Society (2021), the use of digital tools optimizes workflow management, which in turn facilitates task coordination and the collection of relevant data for decision-making.

On a personal level, COMMtech will impact how communication professionals carry out their daily activities by enabling them to work more flexibly through digital platforms for videoconferencing, instant messaging, and content management. However, it is also crucial to recognize the challenges these technologies may pose, such as information overload and the need for digital skills for correct interpretation (Brockhaus et al., 2022).

Digital tools provide numerous advantages in communication with stakeholders, facilitating the creation of engaging content and allowing real-time assessment of audience behavior. This enables communicators to dynamically adjust their strategies, responding to their audiences' needs (Brockhaus et al., 2022). However, the excessive production of irrelevant content can create communication noise and uncontrollable feedback, complicating the interpretation of the information received.

In terms of advising decision-makers, COMMtech provides analytical data and metrics that strengthen communicators' ability to act as strategic advisors. Nonetheless, the abundance of data can be overwhelming, making it difficult to extract relevant conclusions for application in internal client advising. From a functional perspective, digital technologies optimize document management and foster collaboration between teams, reducing the time spent on administrative tasks and allowing more focus on strategic activities. However, communicators may find themselves trapped in managing multiple digital platforms, which can lead to a loss of time in their administration.

In the realm of general communication, the use of software for videoconferencing and team collaboration has improved connectivity and joint work, especially in telework environments. Still, this dependence on digital tools may reduce spontaneity and team spirit, aspects that are essential for group cohesion.

Empathetic leadership has become a critical component for organizational success, especially in the context of labor flexibility in the PR industry. Various theories suggest that the ability to have and demonstrate empathy is an important part of effective and servant leadership (Greenleaf, 1970; Spears, 2002). As organizations adapt to increasingly dynamic and digital work environments, the role of empathetic leaders becomes essential for fostering a positive and productive work atmosphere. Empathy in communications not only transforms the relationship between leaders and their teams but also affects the overall well-being of employees, their commitment to the organization, and their ability to adapt to new work schemes.

Empathetic leadership refers to leaders' ability to understand and appreciate the emotions and perspectives of their employees, creating a work environment where trust and support are promoted. This approach is crucial in a flexible work context, where face-to-face interactions are limited, and digital communication can lead to misunderstandings. An empathetic leader not only listens to their team’s concerns but also actively seeks solutions that benefit both the organization and employees (Allen and Meyer, 1991; Meyer and Allen, 1997; Burnett and Lisk, 2019). Empathy allows leaders to show individualized consideration toward their followers (Avolio and Bass, 1995), recognize emotions in others (Rubin et al., 2005), and be aware of both personal and contextual factors (Walumbwa et al., 2008). Additionally, empathetic communication enables leaders to connect with and respond to various stakeholders (Dolamore, 2021; Arzuaga-Williams et al., 2021). Empathetic leadership is evaluated and perceived as a better way to meet organizational goals (Sadri et al., 2011).

The rise of empathy in leadership has a direct impact on employee engagement. The literature suggests that empathetic leadership can enhance employee participation, leading to a greater sense of belonging and loyalty to the organization. According to Meyer and Allen’s (1997) organizational commitment model, employees who feel emotionally connected to their organization tend to be more productive and have less intention of leaving their job. Work engagement measurement tools, such as those proposed by Schaufeli and Bakker (2004), can assess the relationship between empathy in leadership and employees' commitment levels. Elements such as energy, dedication, and absorption are crucial to understanding how empathy can influence communication professionals’ motivation and job effectiveness.

Empathetic leadership is also related to employees’ mental health and well-being. Research indicates that a work environment prioritizing empathy can reduce burnout and cynicism levels among workers (Van Dierendonck et al., 2001). This is particularly relevant in the PR industry, where pressure and stress levels can be high. A leadership style that demonstrates empathy and understanding toward the difficulties employees face, especially in flexible work situations, can contribute to a healthier and more productive environment.

On the other hand, a lack of empathetic leadership can result in increased burnout and job dissatisfaction, negatively affecting employee performance and retention (Muller-Thur et al., 2018). Research by Oksa et al. (2021) highlights how digital tools can enhance professional engagement but also warns of the challenges that may arise, such as burnout due to the pressure of always being connected.

The adoption of flexible work schemes requires a cultural shift in organizations, where empathetic leadership plays a key role. A leader who demonstrates empathy can facilitate the transition to more flexible work models by addressing employee concerns and fostering open and effective communication. This involves not only implementing policies that allow remote work but also creating an environment in which employees feel valued and supported. For example, empathetic leaders can promote the use of inclusive and accessible communication and collaboration technologies, ensuring that all team members have the opportunity to fully participate in work, regardless of their physical location. Additionally, they can implement well-being strategies that support employees in managing stress and achieving a balance between work and personal life.

The data analyzed in this study comes from the 2022–23 edition of the LCM, a quantitative research project led by 34 universities across North, Central, and South America, the Caribbean, and Spain. Data collection took place through an online survey administered between May and July 2022. The questionnaire, available in the local languages of the participating countries (Spanish and Portuguese), used dichotomous, nominal, and ordinal response scales, and was based on hypotheses derived from previous research. It was randomly pre-validated by 86 communication professionals in five LAC countries.

The sample was purposely selected from a population of 37,222 professionals across Spanish or Portuguese-speaking countries within the LAC region. The contact details of these professionals were extracted from databases created by the LCM research team, with prior consent for their use. Additional invitations were sent through a network of national professional associations and research partners.

A total of 2,740 respondents initiated the survey, with 1,225 professionals completing it in full. Of this total, 1,134 responses from 20 countries in the region were deemed statistically valid according to the defined profile. Having reached a minimum number of responses to qualify for a comparative analysis, a sample of 13 countries (n = 1,069) has been selected: Brazil (n = 149), Colombia (n = 141) Argentina (n = 125); Uruguay (n = 94); Bolivia (n = 91), Chile (n = 87), Costa Rica (n = 87), Mexico (n = 64), Venezuela (n = 55), Ecuador (n = 51), Peru (n = 47), Puerto Rico (n = 41) and Dominican Republic (N = 37). In addition, for a comparative analysis of some issues, data from previous editions of the study were also used: 2014–15 (Moreno et al., 2015); 2016–17 (Moreno et al., 2017); 2018–19 (Moreno et al., 2019); and 2020–21 (Álvarez-Nobell et al., 2021).

It should be noted that obtaining a representative sample of PR practitioners in LAC is typically limited by the lack of accurate data on the overall population. This may be due to factors such as labor informality or the difficulty of statistically categorizing the profession. However, trend studies, even with some challenges in comparing results from different samples, are often valuable in describing long-term changes in a population (Wimmer and Dominick, 2013). In this case, the quality of the instrument, methodological design, and the number of respondents suggest that the LCM data provides a solid basis for analyzing trends in PR practice across the continent. The rigorous selection of respondents distinguishes this study from many others that rely on snowball sampling or include students, academics, and outsiders to the profession or region (Athaydes et al., 2022; Moreno and Humanes, 2009).

The results were tested for statistical significance using χ², ANOVA, Kendall’s rank correlation, or Mann-Whitney U Test, depending on the variable. Significant results are marked (p ≤ 0.05, significant) (p ≤ 0.01, highly significant) in the texts. Our study measures empathetic leadership using an adapted version of the Emotional Competence Inventory (Boyatzis et al., 2000), specifically tailored to assess leadership within communication departments and agencies. The original scale consists of seven peer-report items on a 7-point Likert scale, ranging from “slightly characteristic” to “very characteristic.” For our research, we adapted six of these items to align with our context, omitting only the item “gives others the opportunity to speak their mind”. Additionally, we modified the wording to refer specifically to respondents' direct or immediate supervisor, ensuring applicability across all hierarchical levels. The scale demonstrated statistical reliability, with a Cronbach’s alpha coefficient of 0.707, indicating acceptable internal consistency. Empathetic leadership was correlated with key workplace outcomes, including work engagement, mental health, organizational commitment, and turnover intention, all of which were assessed using validated scales. The Kendall rank correlation test (p ≤ 0.01) showed significant differences in these variables when comparing professionals under empathetic, neutral, and non-empathetic leadership.

The data obtained provides a detailed view of the demographic and professional profile of those working in PR in LAC. This analysis covers both micro and macro aspects, including job position, experience, gender distribution, educational level, salaries, professional affiliation, and the geographic distribution of professionals.

Participants in the region hold various positions within their organizations. Approximately 26.5% work as directors of communication departments or CEOs of agencies, highlighting the strategic importance of their role. About 35.4% serve as team leaders or unit heads, while 35.7% are team members or consultants. This reflects a balanced distribution between managerial and collaborative roles in the sector. The majority of professionals in the region (62.5%) have more than ten years of experience, suggesting a well-established career in the field. Around 18.8% have between six and ten years of experience, and a similar percentage (18.7%) have worked for less than five years. This indicates a strong representation of experienced professionals, along with a steady influx of new talent entering the sector. Women dominate the sector, representing 63% of professionals, while men account for 37%. This reflects a strong female presence in PR, which may be related to the perception of PR as a field that values communication and empathy skills, often associated with women.

The PR sector in LAC is highly professionalized. More than half of professionals (55.8%) hold a master’s degree, while 35.2% have completed a bachelor’s degree. A small percentage, 1.8%, have attained a doctorate, and 7.3% do not hold a formal academic degree. This highlights the importance of higher education in the sector, which demands a high level of specialization and technical skills. In terms of affiliation, 41.1% of professionals belong to a national communication or PR association, while 14.2% are members of international associations. A significant percentage, 58.4%, are linked to other associations. These figures show the interest in networking and professional development through specialized associations.

The report also shows the geographic distribution of participants in the region. South America accounts for 75.2% of professionals, with Brazil, Argentina, and Colombia having the largest representation. Central America and the Caribbean have 19.1% of professionals, while North America (Mexico) represents 5.7% of the total.

Regarding salary levels, Figure 1 shows that 73% of professionals earn less than $30,000 USD annually, 18% earn up to $60,000, 6% earn between $60,000 and $100,000, and only 1% reported earning over $200,000. In comparison with Europe, only 22% earn up to $30,000 annually, 29% up to $60,000, 27% between $60,000 and $100,000, and 2% exceed $200,000 in basic annual salary. While the 2020–2021 edition of the study showed a worrying increase of nearly 4% in professionals who had seen their salaries drop to less than $30,000 a year, the 2022–2023 edition shows an increase in the number of directors earning between $30,000 and $60,000 annually (4% more professionals than the previous year). This indicates that, currently, senior positions in the region earn more than in 2020–2021, except for the salary brackets of $100,000 to $200,000, which have decreased by between 0.2% and 0.7% compared to the previous year.

The analysis by type of organization does not present highly significant differences, showing generally high salary levels (chi-square test, expected count less than 5). Puerto Rico once again has the best salary distribution, although its economy is dollarized. The Dominican Republic has the second-highest salary, followed by Chile, Uruguay, Costa Rica, and Mexico. Venezuela, Bolivia, and Argentina have the lowest salaries. In the previous edition of the study, most professionals reporting the highest annual incomes worked in the third sector and government, curiously the least professionalized sectors in recent years.

The gender pay gap is consistent with longitudinal analysis and literature on gender pay inequality (Topić et al., 2020; Zerfass et al., 2020). Salaries reported by female professionals are lower compared to male communicators, both for top-level positions and other hierarchical levels. 65% of women in managerial positions earn less than $30,000 annually. In contrast, 52% of male heads of communication earn in the same salary bracket, 13% fewer than women. The same occurs with those earning between $60,000 and $100,000 per year: 6% of female managers compared to more than double that of men (17%). In the case of other professional levels, the distribution is similar: female managers earning less than $30,000 exceed men by around 10% (78% and 69% respectively); and women in the $60,000 to $100,000 salary range are less than half the number of men.

In summary, a data-driven outline of a prototype PR practitioner in LAC would have the following characteristics:

1. Female: The majority of professionals (63%) are women, reflecting a trend toward greater female representation in the field of PR.

2. Highly qualified: Over 55% hold a master’s degree, demonstrating a high level of academic training and specialization in strategic communication.

3. Experienced: 62.5% of professionals have more than ten years of experience in the sector, indicating a strong presence of established and seasoned professionals.

4. Mid-level or senior position: It is common for them to hold a team leadership position (35.4%) or department head role (26.5%), suggesting that professionals in the region often have leadership roles or key responsibilities within organizations.

5. Low salary: Most professionals (73%) earn between 10,000 and 30,000 USD annually, although there is considerable salary variability across the region.

6. Affiliated with professional associations: 41.1% are members of a national communication or PR association, showing an interest in networking and professional development.

This prototype reflects an established professional figure, with advanced education, relevant experience, and an increasing representation of women in leadership roles within the PR industry in LAC.

By analyzing the data series longitudinally from different editions of the study, a comparative analysis of each of the variables of the current professional profile over the last decade can be outlined.

Table 1 shows that, over the last 10 years, the types of organizations where PR professionals work have shown variations that reflect significant changes in the region’s labor dynamics. The main types of organizations include private companies (both listed and non-listed), public sector organizations, non-profit organizations, and consulting firms.

Although private and public companies have experienced fluctuations, they have maintained relatively stable participation. However, the most notable trend is the sustained growth of consulting firms, which has increased from 21% in 2015 to an impressive 52% in 2023. This reflects a significant shift in the sector’s structure toward the outsourcing of communication services.

In contrast, the public sector has seen a decrease, from 23% in 2015 to 15% in 2023, indicating a possible reduction in the state’s role in communication positions. Similarly, non-profit organizations have maintained stable representation, although they have experienced slight variations over the past decade.

This growth in consulting suggests a trend toward a more flexible and specialized approach, where companies are outsourcing their PR functions to external agencies to take advantage of specialized and tailored services.

The position within the organization has been a key indicator for analyzing the level of responsibility and hierarchy among PR professionals. Although the proportion of directors increased in 2019 (36.5%), it has since dropped to levels similar to 2015 (26.5% in 2023), which may indicate a reduction in organizational hierarchy or a greater focus on horizontal structures. Team leader positions have shown an upward trend, indicating a decentralization of power and an increased relevance of mid-level roles.

Regarding years of experience, in 2019, there was a significant increase in the proportion of professionals with less than 5 years of experience (55.9%), suggesting a renewal in the sector. However, by 2023, professionals with more than 10 years of experience once again became the majority (62.5%), reflecting greater stability in the workforce. The average years of experience have increased in recent years, indicating a consolidation of the sector with more experienced professionals (see Table 2).

The gender of PR professionals is a key aspect for analyzing parity in the sector. Women have dominated the sector over the past decade, consistently representing over 60%. In 2021, they reached their highest proportion (67.2%), although there was a slight decrease in 2023. Female predominance has remained relatively stable, with an average of over 63% across the five studies.

The education level of professionals has been an important indicator for measuring the sector’s qualifications.

Although the percentage of professionals with a PhD has decreased in recent years (1.8% in 2023), the percentage of professionals with a master’s degree has increased to a peak of 55.8% in 2023. The average number of professionals with a postgraduate degree has grown, indicating greater professionalization and specialization in the sector.

Regarding membership in national and international associations, an indicator of professional commitment, there was a significant increase in membership in national associations in 2019 (72.9%), but this figure has dropped to 41.1% in 2023. Professional affiliation has fluctuated significantly, which could suggest changes in networking opportunities or in the perceived value of belonging to associations (see Table 3).

The geographic representation shows how PR professionals are distributed across the various regions of LAC. South America has been the dominant region in terms of PR professionals, with representation ranging between 67.7% and 79.1%. The representation of Central America and the Caribbean has shown some variability, reaching its peak in 2021 (19%), while Mexico has had a more stable representation, though it dropped to 5.7% in 2023. The average for South America remains around 72%, highlighting the significance of this region in the profession.

Salary level is a critical variable for understanding the economic differences within the profession (see Table 4).

Among the group of professionals earning more than $150,001 annually, the percentage was 2.2% in 2014–2015. Although this percentage increased slightly in 2016–2017 (2.6%), it has remained practically stable in the following years, with a slight decrease to 1.2% in 2022–2023. This decline may reflect a reduction in high-income opportunities in the region or a more concentrated distribution in lower salary ranges.

The range of professionals earning between $101,000 and $150,000 annually has shown a downward trend since 2016–2017, dropping from 2.6% to 2.2% in 2022–2023. Although this is not a dramatic change, the decrease aligns with the overall trend of wage precarization in the region.

The third range ($60,001 to $100,000 annually) has shown some stability, fluctuating between 5.0% and 7.3% over the last 10 years. In 2022–2023, 6.0% of professionals were in this category, a slight increase from 2016–2017 (5.0%). Although this range has not undergone major changes, it reflects a small but significant portion of professionals who still enjoy relatively high salaries in the region.

Among the lower salary ranges, the percentage of professionals earning between $30,001 and $60,000 USD has increased slightly over the years, rising from 15.2% in 2014–2015 to 17.9% in 2022–2023. This increase suggests that while higher salaries have decreased, this range remains relatively stable for an important portion of PR professionals in LAC.

Finally, the vast majority of professionals in LAC fall into this lower salary range. In 2014–2015, 70.1% of professionals earned less than $30,000 annually, and this figure has fluctuated slightly over the years, reaching 75.2% in 2016–2017 and stabilizing at 72.8% in 2022–2023. Although there has been a slight reduction in recent years, this range continues to dominate the salary landscape, indicating a clear trend toward wage precarization in the PR sector.

Overall, the data shows a clear trend toward salary concentration in the lower ranges (less than $30,000 USD). Despite a slight improvement in the $30,001 to $60,000 USD range, most professionals still earn less than $30,000, reflecting wage precarization over time.

Meanwhile, the percentage of professionals earning more than $150,001 USD has steadily decreased over the last ten years. This decline is particularly notable in the 2022–2023 period, where only 1.2% of professionals fall into this range.

Although there have been fluctuations, the mid-range salaries ($60,001 to $100,000 USD and $30,001 to $60,000 USD) have shown some stability, indicating that a small portion of professionals still benefit from moderately high salaries.

The salary landscape for PR professionals in LAC shows a clear trend toward precarization, with a greater concentration of professionals in the lower salary ranges. While mid-range salaries have shown some stability, higher salaries have decreased, suggesting greater income inequality and a lack of higher-income opportunities in the region.

When we specifically analyze the strategic positioning of “labor flexibility and remote work in communication” as key “issues” for the coming years for the PR profession in LAC, the data is informative: it ranks in 11th place, and it is not among the top priorities for 2 out of 10 professionals (14.5%) (see Figure 2).

Analyzing the same data by type of organization, it is chosen by 12% in private companies, 16% in the public sector, 17.2% in the third sector, and 14.6% in the agency and consultancy sector.

However, regarding flexible work practices, 66.3% are “fully in agreement” with full support for flexible and remote work, and 68.6% are “fully in agreement” that the use of real-time collaboration tools is fully established and widespread.

Additionally, two out of three (43.7%) professionals state that they regularly work from home. Most professionals use videoconferencing (73.4%) with various tools. Instant messaging is one of the most commonly used tools in a typical workday (90.8%). Lastly, digital whiteboards are not frequently used: 59.3% never or rarely use them (see Figure 3).

As seen in Figure 4, these labor practices in the communication profession differ significantly across the region.

When specifically analyzing the phenomenon of COMMtech, it is found that three out of five communication and PR professionals believe that COMMtech will change their work reality: 68.5% agree that it will significantly change the communication profession in their country, 70.3% believe that this process of communication function digitalization will significantly change how they perform their work, and 64.8% believe it will significantly change their communication department or agency.

Figure 5 shows that the vast majority of PR professionals believe that the benefits of using COMMtech in different ways far outweigh its potential drawbacks and risks. Figure 5 shows how COMMtech presents advantages and disadvantages in various analyzed scenarios.

Regarding this study variable, the results indicate that four out of five communication professionals perceive their direct leader as empathetic (81.3%), and the majority (77.1%) confirm that this empathy has increased over the last year (during 2022). However, the results show significant differences between male and female leaders (significant differences = chi-square test, p ≤ 0.05).

The three main ways empathy is demonstrated by leaders are: (1) paying attention with active listening skills (80%), (2) caring about the personal well-being of others and showing sensitivity and understanding (79%), and (3) identifying the strengths and limitations of team members (79%) (see Figure 6). According to the data, there is a significant difference between the types of organizations analyzed, with consultancies and agencies having leaders with the highest levels of empathy (“Cares about the personal well-being of others and shows sensitivity and understanding” = significant differences. Chi-square test, p ≤ 0.05).

The findings also suggest that, in general, those working in communication feel a strong commitment to their organizations (73% say working there has great personal meaning; 69% express a strong sense of belonging; 66% feel a personal attachment to the organization). Similarly, most respondents are highly engaged with their work, showing enthusiasm (84%), feeling a good connection with their role (81%), and experiencing high energy levels (74%). However, it is worth noting that three out of ten professionals plan to change jobs. Empathetic leadership makes a difference: there are higher levels of commitment, job engagement, and mental health when working for an empathetic leader (see Figure 7).

The dimension of mental health, widely discussed in recent years due to the consequences of the pandemic, was measured using Van Dierendonk et al.'s (2001) dimensions. 72% of the sample expressed doubts about the importance of their work, and 56% felt used, yet 86% still considered themselves capable of solving the problems that arise in their job.

The type of organization also plays a role in this context, as those working in consulting or agencies report higher levels of commitment, better mental health, and lower turnover rates. When analyzing the data by gender, there is a significant difference favoring male communicators in terms of job commitment and participation within the organization (Work engagement = Highly significant differences. Independent samples T test, p ≤ 0.01). Age is another factor influencing the results, with younger professionals being less satisfied with their job, showing lower commitment, and having higher turnover intentions compared to their older colleagues. These findings are consistent with previous research on millennial job commitment (Moreno et al., 2022).

The most important conclusion from these analyses is that empathetic leadership positively influences communication management by improving organizational and job commitment as well as mental health. In line with Molleda and Suárez-Monsalve’s (2023) analysis, a critical approach allows strategic communication and PR professionals to lead efforts in reducing poverty and economic inequality, increasing political participation, and strengthening cultural identity through organizational resources and multi-sectoral partnerships.

Based on this study, the answers to the research questions reflect significant evolution in the PR industry in LAC, particularly regarding labor flexibility, which has been influenced by technological, socioeconomic, and cultural changes.

In response to RQ1 (What are the key characteristics of the PR profession in LAC today and comparatively, considering the changes in the region’s socioeconomic and cultural contexts in its study and development?), the results indicate that the profession in LAC is characterized by increasing outsourcing of services to consulting firms, a strong female presence in the sector, and greater adoption of flexible work schemes. However, significant challenges remain, such as wage precarization and a lack of equity in leadership opportunities.

Regarding RQ2 (How are the current labor flexibilization conditions in the PR industry in LAC characterized?), it is observed that labor conditions in the region have incorporated flexible work schemes, especially accelerated by the COVID-19 pandemic. This flexibility has been driven by new technologies, allowing professionals to work from remote locations and increasing their autonomy.

In relation to RQ3 (In what ways are COMMtech processes influencing labor and professional dynamics in the PR industry in LAC?), the study shows that COMMtech processes have significantly transformed labor dynamics. These technologies have facilitated the integration of digital tools into PR practices, optimizing operational efficiency. However, they have also created new pressures in terms of technological adaptation and the constant need to update skills, widening the gap between those with access to these tools and those without.

Finally, RQ4 (How does empathetic leadership impact the adoption of flexible work schemes in the PR industry in LAC?) highlights that empathetic leadership plays a crucial role in the adoption of flexible work schemes. Leaders who demonstrate empathy help professionals better adapt to these new schemes, fostering a more inclusive work environment focused on employee well-being. Indeed, professionals with empathetic leaders reported higher commitment, greater work engagement, and better mental health indicators. This reinforces the argument that empathetic leadership significantly influences workplace well-being and professional engagement in the public relations industry. However, this type of leadership is not widespread, leading to disparities in professionals' experiences depending on the organization they work for.

Given the rapid advancement of technology and work practices, as mentioned above, there is a need to continue generating additional longitudinal research on specific topics, such as wages, labor regulations, and the broader implications of flexible working conditions, in order to better understand long-term trends in the public relations industry. However, the concrete implication of this study lies in being the first exploratory and descriptive analysis of its kind in Latin America and the Caribbean, providing fundamental evidence on labor dynamics in the field of strategic communication and public relations. While it does not claim to offer definitive conclusions, it sets an essential precedent that highlights the need for further empirical and theoretical research.

The findings indicate that labor flexibility in the public relations sector has grown significantly, but this has not been accompanied by improvements in wage conditions or job stability. The increase in outsourced work, the persistence of gender pay gaps, and the role of empathetic leadership in job satisfaction are areas that require further exploration. Furthermore, research and debate on internal communication, working conditions, industrial relations, employee motivation and well-being, especially in the context of rapid digital transformation and hybrid working models, remains limited in the field of strategic communication. However, it is paradoxically the area that receives less interest and resources. In professional practice, these topics are frequently relegated to HR or industrial relations departments, despite their direct relevance to the legitimacy and authority of the public relations profession in shaping organizational culture, trust, leadership and engagement.

Indeed, beyond the academic realm (which serves to reinforce and highlight the issues, tensions and importance of the topic), these findings have implications for both the public relations industry and society at large (Labarca et al., 2024). The COVID-19 pandemic demonstrated the vulnerabilities of communication professionals, many of whom experienced increased work pressure and setbacks in their labor rights (Tench et al., 2023; Álvarez-Nobell et al., 2022a, b). Meanwhile, digitalization has yet to fully penetrate communications departments, leaving many professionals without the tools necessary to navigate an increasingly technology-driven environment (Brockhaus et al., 2022).These realities contrast with ongoing debates in various countries about reducing working hours, implementing hybrid work policies and adopting active wellbeing initiatives. It is therefore essential to continue researching how flexible working arrangements impact career sustainability, income security and job satisfaction in the sector.

This study has some limitations, primarily its focus on self-reported data, which may introduce biases in respondents' perceptions. Additionally, it is limited to professionals with formal jobs, excluding the informal sector, which is highly relevant in the region. Moreover, the economic and political conditions vary considerably across LAC countries, which may affect the generalization of the results.

Given the dynamic nature of the industry and the continuous advancement of technologies, future research could focus on the long-term impact of COMMtech processes on PR professionals' careers and job satisfaction. It would also be valuable to explore how labor policies in the region can better protect workers operating under flexible or freelance schemes.

The authors would like to highlight the participation and work of the Global Network of the LCM (Euprera) in the various editions of the study. Also, they are grateful for the support of both the technical team and research team at their universities.