This is according to a new global benchmark report released by Outcomes Rocket, which surveyed 858 marketing and communications professionals across industries and company sizes worldwide.

The study found that 84.1% of respondents believe PR will take on a larger part in supporting sales and business outcomes by 2028.

At the same time, 73% expect PR to become even more strategic as organisations adapt to changing ways people find and consume information.

The findings indicate that PR is moving beyond its traditional role of generating awareness and media coverage. Companies now see it as a business function that supports credibility, customer trust and revenue growth.

Seven in 10 organisations said PR now plays an important role in their go-to-market efforts and this is also seen in company structures.

Nearly half of respondents, 48.7%, said PR is fully integrated with marketing and sales teams, while another 36.6% reported partial integration.

Despite that thriving influence, many organisations still focus their PR efforts on awareness rather than direct business results.

Increasing brand awareness is the leading objective for 66.3% of respondents. Reputation management follows at 39.4%, while only 14.4% said supporting go-to-market campaigns is a key priority.

Just 17.1% listed visibility in emerging search environments among their main objectives.

The report also highlights the gap between the importance companies place on PR and how they measure its impact.

Half of the organisations surveyed still rely mainly on traditional indicators such as media mentions, impressions and share of voice.

Although 43.7% connect PR activity to website traffic and 41.3% track referral visits from earned media, 11.5% admitted they do not systematically measure PR impact at all.

For many teams, proving business value is difficult.

Budget limitations emerged as the most common challenge, cited by 30.9% of respondents. Another 26.7% said they lack clear tracking processes or key performance indicators, while 25.4% struggle to connect PR activity to sales and revenue outcomes.

The study found that organisations are also failing to maximise the value of media coverage after it is secured.

Only 13.1% share earned media coverage directly with sales teams, while just 6.1% incorporate PR insights into sales training and enablement programmes.

Meanwhile, 33.2% use PR content in marketing campaigns, but only 21.7% repurpose media coverage into blogs, newsletters or other owned content.

Budget trends point to maturing trust in PR, although investment remains measured.

On average, organisations allocate 14% of their marketing budgets to PR. Nearly half, 47.7%, increased PR spending over the past year, although most described those increases as modest rather than substantial.

The report also found that 44.8% of organisations increased PR investment because of changes in search and content discovery, while 32.5% reported no change in spending.

Most companies manage PR internally. More than a third, 35.9%, operate dedicated in-house PR teams, while 34.9% handle PR through broader marketing departments. Only 8.4% rely entirely on external agencies.

Another key finding centres on governance and policy.

While the use of automation and digital tools has become global across communications teams, only 21.4% of organisations have formal, documented and enforced policies governing their use. More than 70% lack fully established guidelines.

Respondents identified data privacy and compliance as their biggest concern, cited by 40.1%. Accuracy issues followed at 37.9%, while 29.2% worried about losing a consistent brand voice.

Even so, the report found limited evidence of major negative consequences so far. More than a third of organisations, 35.4%, said they had experienced no major issues. Only 6.6% reported reputational or quality-related problems.

Over the next two years, respondents expect automation to be the strongest force driving PR. Nearly half, 46.6%, pointed to automated workflows as the biggest trend, followed by growth in digital PR activities at 38.2%.

Summing up the findings, Outcomes Rocket said PR has reached a turning point as organisations connect communications efforts with commercial outcomes.

“The data shows that PR is no longer a supporting function. It is a strategic driver of visibility, authority, and business impact.”

The company added that while PR’s influence grows, many organisations still face gaps in execution, measurement and governance that could limit their ability to demonstrate business value.

The report is based on a global survey conducted in March 2026 among 858 marketing and public relations professionals drawn from sectors including professional services, technology, education, ecommerce, healthcare, financial services and manufacturing.

As organizations strive to retain their most valuable talent, the study underscores the significance of health insurance in the Nigerian context and its implications for employees and employers. It provides data-driven insights to determine how health insurance influences job retention among Nigerian employees.

The study employed a robust and comprehensive methodology, encompassing a substantial sample size of 104 employees across various industries in Lagos, Nigeria. By leveraging structured questionnaires and in-depth interviews, the researchers were able to capture the nuanced perspectives of employees, ensuring a comprehensive understanding of the subject. 

More than half of the surveyed employees, specifically 52.5%, work in high-risk sectors such as manufacturing, health, construction & engineering, transport & logistics. 20.2% work in finance with standard health coverage. The remaining 27.3% are employed in retail, tech, media, tech, and education sectors.

The findings of the study are as remarkable as they are revealing. 

According to the survey, 93% of respondents value comprehensive health plans in their job contracts, but only 34% would scrutinize their availability when accepting an employment contract. 64.1% have never considered quitting over insufficient healthcare coverage. While 66% say a lack of insurance wouldn’t affect their decisions to leave or stay. 

Going by the NHIA Act, Nigerian employers with over five employees are legally obligated to provide health insurance coverage. Surprisingly, only 5% of workers in Nigeria had access to health insurance, as of 2019, with the biggest gap coming from the private and informal sectors.  

The findings of this study hold significant implications for both employees and employers in Nigeria. 

Although health insurance is not always the determining factor for employee loyalty, 34% of employees are willing to leave an employer for lack of healthcare insurance. The implication is that companies may suffer a 34-36% employee turnover which is concerning. Therefore, the availability of health insurance can contribute to improved job retention and overall workforce stability.

Hence, employers must strive to strike a balance between employees’ salaries and an optimal level of health coverage to address their concerns about nominal income and real income. This means enhancing the minimum insurance coverage to meet the healthcare requirements of their workers, thus promoting their overall well-being.

Olanrewaju Dunowo, the Lead researcher at TechCabal Insights, emphasized the significance of the findings, stating, “Our study underscores the critical role of health insurance in employee job retention in Nigeria. By prioritizing employee health and well-being, organizations can create a more stable and productive workforce.”

Mr. Ikpeme Neto, Founder of WellaHealth, added, “Health insurance is not only an essential component of employee benefits but also a strategic investment in the long-term success of organizations. Our study emphasizes the need for employers to recognize its positive impact on job retention and overall business performance.”

This study offers valuable insights into the ever-evolving labor market, providing practical recommendations, expert analysis, and compelling statistics. It enjoins employers and policymakers to recognize the untapped potential of employee health insurance in promoting job retention and driving workforce stability.

By prioritizing the health and well-being of employees, businesses can unlock a competitive advantage that transcends mere financial incentives.

To delve deeper into the study’s findings, please click HERE to download the report.