To hire senior communications talent in Ireland, define the business problem first, calibrate seniority by organisational consequence and assess candidates through structured interviews, writing exercises and realistic judgement scenarios.
Senior communications recruitment is not a search for a more experienced writer, campaign manager or media contact. The successful person may be expected to advise a CEO, protect corporate reputation, manage sensitive stakeholders, lead crisis communications or build a communications function from the ground up.
… Which can create a hiring risk.
Employers frequently advertise for a Communications Manager when they need a senior adviser with board-level credibility. Others offer a director title without providing the access, authority, team or budget required to operate at director level.
The strongest hiring processes align five decisions before candidates are approached:
- What organisational problem must the appointment solve?
- Which communications discipline does the organisation need?
- What level of authority and consequence does the role carry?
- What evidence must candidates demonstrate?
- Is the salary, flexibility and total offer competitive?
Spencer Recruitment view: “The strongest senior communications professionals do more than communicate decisions. They help organisations make better ones.”
Senior communications hiring in Ireland: key decisions at a glance
| Hiring decision | What the employer must establish |
|---|---|
| Role purpose | The organisational outcome the appointment must influence |
| Discipline | PR, media relations, internal communications, corporate communications, public affairs or corporate affairs |
| Seniority | Manager, head-of-function or director-level authority |
| Evidence | Writing, judgement, stakeholder influence, measurement and leadership |
| Assessment | Structured interview, realistic exercise and senior stakeholder discussion |
| Offer | Salary, hybrid model, benefits, authority, resources and progression |
| Recruitment route | Direct hiring, contingent recruitment or specialist search |
The wider Ireland’s marketing, PR and communications hiring market in 2026 remains active but selective. Demand is strongest where appointments carry commercial, stakeholder, reputational or organisational consequence.
Employers may have more choice than during the post-pandemic hiring peak, but experienced communications leaders with credible advisory judgement remain difficult to replace.
What is a senior communications role?
A senior communications role is one in which the person’s advice can materially affect organisational reputation, leadership decisions, stakeholder confidence or the response to a sensitive issue.
Seniority is not determined by years of experience alone. Nor is it defined by the volume of content, campaigns or media coverage a person has delivered.
The more reliable test is organisational consequence.
A genuinely senior communications professional may be expected to:
- advise a CEO, board or executive leadership team;
- identify reputational implications within wider business decisions;
- shape corporate narrative and communications strategy;
- oversee crisis and issues response;
- prepare senior spokespeople for scrutiny;
- align internal and external communications;
- manage relationships with influential media and stakeholders;
- make decisions when information is incomplete;
- lead a communications function, team or agency ecosystem;
- and demonstrate how communications supports organisational outcomes.
The Global Capability Framework for communications professionals frames professional capability around organisational contribution, contextual intelligence, ethics, leadership and trusted counsel—not simply the production of communications outputs.
A capable manager can run communications activity well. A senior adviser must also understand when the organisation should act, respond, wait, escalate or change direction.
Which communications discipline should an employer hire?
Employers should choose the discipline that matches the business problem. PR, media relations, internal communications, public affairs and corporate affairs overlap, but they require different evidence and experience.
Using “communications” as a catch-all term often produces an unfocused brief and an irrelevant shortlist.
Communications role comparison
| Discipline | Primary organisational need | Typical capabilities |
|---|---|---|
| Public relations | Earned profile, campaigns and narrative visibility | Media engagement, storytelling, campaigns and audience insight |
| Media relations | Press-office management and reactive response | Journalist relationships, spokesperson preparation and newsroom judgement |
| Internal communications | Employee alignment, culture and change | Leadership communications, employee engagement and change messaging |
| Corporate communications | Enterprise narrative and reputation | Executive communications, issues management and stakeholder messaging |
| Public affairs | Policy influence and government engagement | Policy interpretation, advocacy, stakeholder mapping and political judgement |
| Corporate affairs | Integrated reputation and external affairs leadership | Corporate communications, public affairs, issues and stakeholder strategy |
Public relations
PR usually focuses on earned profile, campaign delivery, narrative development and media engagement. Agency roles may also involve client management, commercial responsibility and new-business development.
PR experience can be highly valuable in broader communications roles, but employers should determine whether the person has owned long-term organisational reputation or primarily advised clients on individual campaigns.
Media relations
Media relations is the more concentrated press-office discipline.
It includes:
- journalist relationships;
- reactive enquiries;
- spokesperson preparation;
- news and editorial judgement;
- media monitoring;
- and decisions about when, how and whether to respond.
A senior media relations professional should understand the wider consequences of a response across employees, customers, regulators, politicians and other stakeholders.
Internal communications
Internal communications focuses on employees, culture, leadership alignment and organisational change.
The function may sit within communications, corporate affairs, HR or a transformation team. Strong candidates understand that internal messages cannot be separated from employee experience. Communications will not create trust if operational reality contradicts the message.
Corporate communications
Corporate communications manages the organisation’s enterprise narrative and reputation.
The role may include:
- executive communications;
- corporate positioning;
- sensitive announcements;
- media strategy;
- issues management;
- stakeholder communications;
- and coordination with legal, HR, sustainability or public affairs teams.
Senior corporate communications appointments usually require regular engagement with executive leadership.
Public affairs
Public affairs is the policy and government-facing discipline.
It involves:
- political and regulatory monitoring;
- policy analysis;
- stakeholder mapping;
- consultation responses;
- advocacy;
- lobbying compliance;
- and engagement with departments, regulators, elected representatives and sector bodies.
A strong public affairs candidate combines policy literacy with relationship judgement and concise, evidence-led writing.
Corporate affairs
Corporate affairs is often the umbrella function connecting corporate communications, public affairs, stakeholder engagement, issues management and reputation strategy.
It is particularly important in regulated, politically sensitive or publicly visible organisations. At senior level, the role may influence not only communications but wider organisational strategy and legitimacy.
Employers should not assume excellence in one discipline automatically transfers into another. The brief should distinguish between capabilities that are essential, capabilities that are transferable and capabilities that can be provided through the wider team or an external agency.
How should employers define the role before recruiting?
A senior communications brief should define the mandate, expected outcomes, reporting access, decision authority and available resources before listing day-to-day responsibilities.
The first question should be:
What will be different if this person succeeds?
The answer should identify an organisational outcome rather than a list of activities.
Match the business problem to the likely role
| Business requirement | Likely communications appointment |
|---|---|
| Strengthen corporate reputation and executive visibility | Corporate communications leader |
| Improve media handling and reactive response | Media relations or press-office lead |
| Align employees during organisational change | Internal or change communications lead |
| Influence policy and government stakeholders | Public affairs or government relations professional |
| Integrate policy, reputation and stakeholder strategy | Corporate affairs leader |
| Build the first formal communications function | Broad Head of Communications |
| Prepare for sensitive issues or public scrutiny | Crisis-tested senior communications adviser |
| Improve communications delivery within an established strategy | Communications Manager |
A complete role brief should cover six areas.
1. Organisational mandate
Explain why the appointment is being made.
Is the organisation:
- replacing a departing leader;
- building its first communications function;
- preparing for transformation;
- strengthening corporate reputation;
- responding to increased scrutiny;
- or integrating previously separate communications activities?
Candidates need to understand the real context, not only the public-facing description.
2. Priority outcomes
Define what success should look like during the first 12 to 18 months.
Possible outcomes include:
- a clearer corporate narrative;
- stronger executive communications;
- improved employee understanding during change;
- a more disciplined issues-management process;
- stronger stakeholder relationships;
- or a measurable communications framework.
3. Scope and boundaries
Clarify what the person owns and what sits elsewhere.
The brief should state whether the role includes:
- internal communications;
- media relations;
- public affairs;
- sustainability communications;
- community engagement;
- brand;
- marketing;
- investor communications;
- or regulatory communications.
A role that nominally includes every communications discipline may be unrealistic, particularly if it has no supporting team.
4. Reporting line and leadership access
State who the person reports to and how they will engage the executive team.
A senior communications professional cannot provide meaningful reputation counsel if they are consistently brought into decisions after those decisions have already been made.
5. Available resources
Set out:
- team size;
- agency support;
- budget responsibility;
- systems;
- specialist resources;
- and administrative support.
A broad remit may be credible where the person leads a capable team and agency network. The same remit may be impossible for one unsupported individual.
6. Decision authority
Clarify what the successful candidate can decide, recommend and escalate.
Experienced candidates will test whether the organisation genuinely wants strategic counsel or simply wants senior execution under a more impressive title.
What is the difference between a Communications Manager, Head of Communications and Communications Director?
Managers usually deliver communications strategy, heads define and lead the function, and directors influence enterprise decisions through reputation, stakeholder and executive counsel.
Titles vary between employers, so the distinction should be based on authority and consequence rather than hierarchy alone.
Seniority calibration matrix
| Dimension | Communications Manager | Head of Communications | Communications Director |
|---|---|---|---|
| Strategic scope | Delivers an agreed strategy | Defines functional strategy | Influences enterprise strategy |
| Executive access | Presents to senior stakeholders | Regularly advises executives | Acts as trusted counsel to CEO or board |
| Decision authority | Recommends within the function | Owns major communications decisions | Influences decisions beyond communications |
| Crisis role | Supports response | Leads communications response | Advises leadership on enterprise risk |
| Stakeholder scope | Manages defined audiences | Owns important relationships | Operates across board, media, regulatory and political audiences |
| Team leadership | Manages projects or junior staff | Leads team and agency resources | Designs the wider function and governance model |
| Measurement | Reports activity and campaign outcomes | Connects activity to functional objectives | Demonstrates contribution to business outcomes and risk |
| Consequence of error | Affects delivery quality | Affects reputation and confidence | Can affect organisational legitimacy or strategy |
A role is more likely to require head or director-level capability when it includes several of the following:
- direct CEO or board access;
- enterprise reputation responsibility;
- spokesperson or crisis authority;
- significant regulatory or political scrutiny;
- policy and stakeholder strategy;
- leadership of an integrated communications function;
- and decisions involving multiple organisational interests.
The most common calibration error is assigning director-level consequences to a manager-level role without providing the corresponding authority, compensation or support.
What capabilities should employers assess in a senior communications candidate?
Employers should assess strategic judgement, writing, senior counsel, stakeholder leadership, media and crisis judgement, measurement and functional leadership—not campaign history alone.
The more senior the appointment, the less useful a list of activities becomes.
A strong candidate should explain:
- why a decision was made;
- which alternatives were considered;
- what they personally owned;
- what constraints affected the decision;
- and what changed as a result.
Writing and message discipline
Senior candidates should be able to turn complex information into clear, accurate and audience-appropriate communications.
A writing exercise should test more than grammar. It should show whether the candidate can:
- identify the central issue;
- distinguish relevant from irrelevant information;
- balance transparency with risk;
- adapt messages for different audiences;
- and maintain factual accuracy under time pressure.
Senior advisory credibility
Candidates should demonstrate how they have advised executives or other senior stakeholders.
Useful evidence includes situations where the candidate:
- challenged a preferred course of action;
- identified an overlooked reputation risk;
- reframed the available options;
- or improved the quality of a leadership decision.
Executive exposure alone is not proof of senior counsel. Employers should establish what influence the person actually exercised.
Media judgement
Senior media capability involves more than maintaining journalist contacts.
The candidate should understand:
- when an issue may escalate;
- what can credibly be said;
- who should act as spokesperson;
- what the risks of silence are;
- and how the media response will affect other audiences.
Stakeholder leadership
Strong candidates can identify who matters, understand conflicting interests and build influence without overpromising.
This becomes particularly important in:
- regulated industries;
- public bodies;
- semi-state organisations;
- membership bodies;
- public affairs environments;
- and organisations undergoing major change.
Crisis and issues judgement
Not every senior candidate needs experience of a nationally visible crisis.
They should, however, explain how they:
- establish the known facts;
- identify immediate risks;
- determine who must be involved;
- assess audience expectations;
- recommend whether to respond, hold or escalate;
- and update advice as circumstances change.
Employers should assess reasoning, not reward the most dramatic story.
Measurement and organisational impact
Senior communications candidates should move beyond activity metrics.
The AMEC Integrated Evaluation Framework distinguishes between communications outputs, audience responses, behavioural outcomes and wider organisational impact.
A strong candidate should be able to explain:
- the original communications objective;
- which audience needed to change;
- what was measured;
- what communications contributed;
- and which results depended on wider organisational factors.
Team and functional leadership
For head and director appointments, employers should assess how candidates have:
- structured teams;
- developed people;
- managed agencies;
- allocated resources;
- established governance;
- and set professional standards.
An excellent senior practitioner is not automatically an effective functional leader. The employer must decide which form of seniority the organisation needs.
How should senior communications candidates be assessed?
Use two or three substantive stages: a structured evidence interview, a realistic communications exercise and a final discussion about authority, leadership and organisational fit.
The CIPD guidance on candidate selection methods recommends consistent questions, pre-agreed scoring criteria and more than one assessment method where appropriate.
This makes the decision less dependent on interview style, personal chemistry or a candidate’s ability to describe their experience convincingly.
Stage one: structured evidence interview
Ask every shortlisted candidate a consistent set of core questions.
For each example, establish:
- the context;
- the candidate’s personal responsibility;
- the decision they made;
- the stakeholders involved;
- the constraints;
- the outcome;
- and what they learned.
Do not accept “we” answers without clarifying the candidate’s own contribution.
Stage two: realistic communications exercise
The exercise should resemble the actual work of the role.
Suitable tasks include:
- preparing a short CEO briefing on an emerging issue;
- reviewing a draft public statement;
- responding to a media and stakeholder scenario;
- simplifying a complex announcement for several audiences;
- or presenting a first-90-days approach.
The task should be proportionate. Candidates should not be asked to provide extensive unpaid strategic work for a live organisational challenge.
Stage three: senior stakeholder discussion
The final discussion should test the working relationship between the candidate, leadership and the organisation.
Both sides should address:
- whether communications is involved early enough in decisions;
- how leaders respond to challenge;
- who owns the final call in a sensitive situation;
- how success will be measured;
- and what authority the successful person will hold.
Spencer’s guide to competency-based interview questions includes further question formats covering stakeholder influence, difficult messages, decision-making and resilience.
What should a senior communications assessment scorecard include?
A senior scorecard should prioritise strategic judgement and advisory credibility, while still testing writing, issues management, measurement, leadership and relevant operating context.
Agree the scorecard before interviews begin. Do not alter the criteria to favour a particularly engaging candidate after the process has started.
| Assessment area | Suggested weighting |
|---|---|
| Strategic and organisational judgement | 20% |
| Senior advisory and stakeholder credibility | 20% |
| Writing and message discipline | 15% |
| Reputation, media and issues judgement | 15% |
| Evidence of outcomes and measurement | 10% |
| Leadership and functional capability | 10% |
| Sector or operating-context understanding | 10% |
The weighting should reflect the role.
For example:
- A press-office appointment may place greater weight on media judgement.
- A corporate affairs role may prioritise stakeholder and policy capability.
- A first Head of Communications should be assessed heavily on function-building and executive counsel.
- A change communications leader will need stronger evidence of employee and leadership engagement.
Sector experience should not automatically outweigh transferable evidence. A candidate who has operated under comparable scrutiny, regulation or stakeholder complexity may adapt successfully without having worked in an identical organisation.
Which interview questions reveal senior communications judgement?
The strongest questions ask candidates to explain a decision, the trade-offs involved, their personal contribution and the organisational result.
Strategic judgement
- Tell us about a business decision where you identified a communications or reputation risk that others had not recognised.
- How did you frame the issue for senior leadership?
- Which options did you present?
- What decision was made?
Senior counsel
- Describe a time you advised a senior stakeholder to change their preferred approach.
- How did you challenge them while maintaining trust?
- What evidence or reasoning changed the discussion?
Crisis and issues management
- Tell us about a situation where information was incomplete but the organisation needed communications advice.
- What did you establish first?
- What did you recommend communicating, holding back or escalating?
Stakeholder leadership
- Give an example of a stakeholder group whose expectations conflicted with the organisation’s position.
- How did you assess the interests involved?
- What outcome did you influence?
Writing judgement
- Tell us about a complex or sensitive message you had to simplify.
- What did you remove or retain?
- How did you adapt the message for different audiences?
- How did you ensure accuracy?
Measurement
- Describe a communications programme that influenced a meaningful organisational outcome.
- What did you measure beyond activity or media coverage?
- What contribution could communications reasonably claim?
Leadership
- How have you decided what capability to build internally and what to source externally?
- Tell us about a team or agency performance issue you addressed.
- What standards did you introduce?
AI governance
- How do you use AI-supported tools in communications work?
- Which activities should remain under direct human control?
- How do you protect factual accuracy, confidentiality, brand voice and stakeholder trust?
Should employers hire agency or in-house communications talent?
Agency candidates often bring pace, range and client counsel; in-house candidates often bring deeper ownership, governance experience and long-term stakeholder accountability.
Neither background is inherently more senior or more valuable. The correct choice depends on the operating environment.
| Candidate background | Common strengths | What employers should test |
|---|---|---|
| Agency | Pace, media breadth, multiple sectors, presentations and client service | Depth of organisational ownership and long-term accountability |
| In-house | Institutional knowledge, governance, stakeholder continuity and implementation | Adaptability, commercial pace and range across multiple briefs |
| Public sector or semi-state | Governance, disciplined writing, scrutiny and institutional understanding | External advocacy, commercial orientation and message versatility |
| Public affairs or membership body | Policy, stakeholder influence, member alignment and board exposure | Broader media, corporate and commercial communications capability |
Agency candidates may have advised many organisations without owning the long-term consequences of a decision.
In-house candidates may have deep experience within one operating environment but less exposure to multiple clients, rapid pivots or commercial account pressure.
Employers should assess the specific evidence needed for the new role rather than treating career background as a proxy for capability.
What salary should employers offer a senior communications professional in Ireland?
Indicative Irish base salaries range from about €50,000–€90,000 for manager roles, €80,000–€125,000 for heads and €100,000–€180,000 for communications directors.
These are planning ranges rather than guaranteed rates.
| Role | Indicative Irish base-salary range |
|---|---|
| Communications Manager | €50,000–€85,000 |
| Corporate Communications Manager | €50,000–€90,000 |
| Internal Communications Manager | €50,000–€85,000 |
| Head of Communications | €80,000–€125,000 |
| Communications Director | €100,000–€180,000 |
Salary varies according to:
- sector;
- organisation size;
- Dublin or regional location;
- team responsibility;
- executive and board exposure;
- crisis or spokesperson authority;
- regulated-sector experience;
- and the breadth of the remit.
Spencer’s 2026 marketing, PR and communications salary guide provides wider benchmarks across communications, PR, public affairs, marketing and digital appointments.
What benefits do senior communications candidates expect?
Salary attracts attention, but flexibility, pension, healthcare, annual leave, workload and genuine authority can determine whether a candidate accepts or remains in a role.
Spencer’s salary and candidate research found that:
- 85% of respondents worked in hybrid settings;
- two or three remote days per week were the most common arrangements;
- 60% received a performance-related bonus or commission;
- 44% received health insurance;
- the average employer pension contribution was 8%;
- and 25 days was the most common annual-leave allocation.
The same evidence base, drawing on wider Irish candidate research, found that salary transparency and flexibility materially affect application behaviour.
Employers should therefore benchmark the full offer, including:
- hybrid and office expectations;
- pension;
- health insurance;
- bonus;
- annual leave;
- income protection;
- learning and development;
- workload and out-of-hours expectations;
- team and agency support;
- progression;
- and decision authority.
A stricter office requirement can still be viable, but it will usually narrow the talent pool. The employer may need to compensate through salary, flexibility elsewhere, career opportunity or a particularly compelling mandate.
How can employers improve the senior candidate experience?
A strong candidate experience is clear, proportionate and decisive: agree the scope, interviewers, salary, work model, assessment criteria and feedback timeline before the search starts.
Senior candidates should not hear different versions of the role from HR, the hiring manager and executive leadership.
Before recruitment begins, agree:
- who owns the decision;
- who needs to interview;
- what each stage will assess;
- the salary range;
- the hybrid model;
- when feedback will be provided;
- and the target decision date.
Employers should also be prepared to discuss:
- why the role is available;
- how communications is currently perceived;
- where previous approaches have struggled;
- how leadership responds to challenge;
- which known issues the person will inherit;
- and what resources are available.
A selective labour market does not make a poorly designed senior role easy to fill. Experienced communications candidates will assess the credibility of the employer as carefully as the employer assesses them.
How should employers manage the offer and notice period?
Offer management should begin before the final interview by clarifying salary expectations, flexibility, notice period, competing processes, authority and possible counter-offer risk.
The offer should reconnect the package to the purpose of the role.
For senior candidates, the most persuasive elements may include:
- direct executive access;
- permission to shape the function;
- a meaningful organisational problem;
- appropriate resources;
- a credible leadership team;
- and flexibility suited to the role.
Do not use title inflation to compensate for restricted authority. A director title without access, resources or decision-making influence may be less attractive than a properly scoped Head of Communications role.
Once an offer is accepted:
- maintain contact during the notice period;
- confirm practical onboarding arrangements;
- provide early access to organisational context;
- schedule introductions to critical stakeholders;
- and agree first-90-day priorities.
Senior communications hires need early visibility of business priorities, known issues and decision-making structures. Without that context, they cannot provide meaningful counsel.
When should an employer use a specialist communications recruiter?
Use a specialist recruiter when the role is difficult to define, senior, confidential, urgent, highly contextual or dependent on candidates who are not actively applying.
Specialist support is particularly useful when:
- the brief combines several communications disciplines;
- internal stakeholders disagree about the level required;
- salary expectations are unclear;
- the available talent pool is narrow;
- a confidential replacement is required;
- passive-candidate mapping is important;
- previous advertising has produced unsuitable applications;
- or the cost of a poor hire is high.
In these situations, recruitment support should extend beyond CV sourcing.
A specialist recruiter should help the employer:
- challenge and refine the brief;
- distinguish essential capabilities from preferences;
- calibrate the title and salary;
- interpret transferable experience;
- design the assessment process;
- manage candidate expectations;
- and reduce offer-stage risk.
Spencer Recruitment provides specialist communications recruitment support across PR, corporate communications, internal communications, media relations, public affairs and corporate affairs appointments in Ireland.
Employer checklist: what should be agreed before recruitment begins?
Before approaching candidates, employers should agree the business problem, communications discipline, seniority, salary, authority, assessment process and decision timeline.
| Question | Why it matters |
|---|---|
| Have we defined the organisational problem? | Prevents the process becoming a title-replacement exercise |
| Have we identified the right discipline? | Reduces irrelevant applicants and capability mismatch |
| Is seniority aligned with consequence? | Ensures authority, salary and expectations match |
| Are the role boundaries clear? | Prevents an unrealistic combination of functions |
| Has leadership agreed what success means? | Avoids changing criteria during interviews |
| Have we benchmarked the total offer? | Reduces salary and flexibility misalignment |
| Does the assessment test real capability? | Produces stronger evidence than conversation alone |
| Is the process proportionate and timely? | Maintains engagement without weakening rigour |
| Will the successful person have real authority? | Determines whether senior advice can influence outcomes |
| Do we need specialist market support? | Helps with scoping, passive search and risk management |
Frequently asked questions about hiring senior communications talent
How do employers hire senior communications talent in Ireland?
Employers should define the organisational problem, identify the correct communications discipline, calibrate seniority against consequence and use structured assessment. Salary, hybrid expectations, authority and reporting access should be agreed before candidates are approached.
What separates a Communications Manager from a Head of Communications?
A Communications Manager will usually deliver or manage programmes within an agreed strategy. A Head of Communications is more likely to define the strategy, advise senior leaders, lead the function and own material reputation or stakeholder decisions.
What separates a Head of Communications from a Communications Director?
A Head of Communications normally leads the communications function. A Communications Director is more likely to influence enterprise strategy, advise the CEO or board and take responsibility for decisions involving wider organisational reputation and risk.
What should employers assess in a senior communications interview?
Employers should assess strategic judgement, writing, senior counsel, stakeholder leadership, media and crisis judgement, measurement and functional leadership. Candidates should provide evidence of decisions, individual ownership and organisational outcomes.
Should employers use a writing test?
Yes. The task should be concise, realistic and proportionate. It should test how the candidate interprets information, identifies the central issue, manages risk and adapts a message for the intended audience.
How many interview stages should the process include?
Two or three substantive stages are normally sufficient: a structured evidence interview, a realistic assessment and a final senior stakeholder discussion. Additional stages should only be included where they test something materially different.
Is sector experience essential?
Sector experience matters most where the role involves specialist regulation, policy, technical subject matter or established stakeholder relationships. Employers should also consider candidates from adjacent sectors who have operated under comparable scrutiny or complexity.
What is a competitive salary for a senior communications hire in Ireland?
Indicative base salaries commonly range from €50,000–€90,000 for manager-level roles, €80,000–€125,000 for Heads of Communications and €100,000–€180,000 for Communications Directors. The appropriate salary depends on scope, authority, sector, location and total package.
What evidence should a senior communications candidate provide?
Candidates should provide examples showing the problem, their personal responsibility, the decision made, the stakeholders involved, how the work was measured and what changed as a result.
Planning a senior communications appointment?
Spencer Recruitment can help you define the remit, benchmark the market, assess the available talent pool and reach experienced communications professionals across Ireland.
