Now Live : 2025 Global Most Loved Workplaces® — See the Top 100 Companies
The 2025 America’s Top 100 is live. See the list →
The 2025 America’s Top 100 is live. See the list →
In this episode of The Leader Show, Grace Leong, CEO of Hunter, explores the firm’s status as a Most Loved Workplace. The discussion highlights Hunter’s dedication to nurturing its workforce and ideas, leading to success. Grace emphasizes the firm’s longstanding commitment to Diversity, Equity, and Inclusion (DE&I) since 1989, through significant initiatives and embracing diverse communities.
The conversation also touches on the changing role of businesses in society, the balance between remote and in-person work, and Hunter’s unique strategy for employee growth and retention via Hunter Community College.
Ladies and gentlemen, thanks for tuning in to a brand new episode of The Leader Show with Lou Carter. We are joined by Grace Leong, CEO of Hunter. Hunter is an award-winning consumer marketing communications firm with offices in New York, Los Angeles, and London.
The 250+ employee firm combines strategic planning, media relations, social/digital media, influencer engagement, experiential marketing, multicultural outreach, and content creation to promote renowned brands. Founded in 1989, Hunter has grown into one of the country’s most respected mid-size marketing communications firms, proudly serving a broad range of esteemed companies and brands.
With that said, let’s find out what makes Hunter a Most Loved Workplace®.
Firstly, Lou explores how Hunter maintains its status as a Most Loved Workplace, focusing on the culture, people, and retention strategies contributing to the firm’s success and growth.
Grace responds by highlighting a core principle of earning every relationship, whether with clients, consumers, or staff, based on the foundational public relations practice of earning attention rather than buying it. This ethos translates into focusing on nurturing ‘inputs’—the people and ideas that fuel the company—rather than the ‘outputs’ or end results.
Grace further argues that by concentrating on inputs, outputs naturally follow and become successful. Thus, it fosters an environment where employees are inspired to innovate, ultimately benefiting the company’s service quality and client relationships.
Next, Grace discusses Hunter’s longstanding commitment to Diversity, Equity, and Inclusion (DE&I), which has been a core part of the company’s culture long before it recently became a widespread focus. Hunter was established as a woman-owned agency in 1989, highlighting its foundation in diversity and inclusion, particularly in promoting women in leadership roles during a time when this was uncommon.
Over the years, Hunter has expanded its focus to include a range of communities, such as LGBTQ and disabled individuals, aiming to ensure that its team reflects the broader community.
According to Grace, Hunter’s commitment to DE&I has been crucial to its success as an inclusive environment mirrors the real world, benefiting both the clients and the company. Hunter uses industry benchmarks, like those set by PWC, to measure its DE&I efforts and strives to exceed these standards. The agency has published DE&I statements, works with a diverse roster of partners, and engages with communities outside of Hunter.
Furthermore, Hunter has action groups and employee resource groups for various communities, including a newly established Jewish resource group. Thus, it demonstrates its commitment to not only advocating for these communities but also being allies.
Grace highlights that these initiatives are driven by staff needs and are not merely top-down directives.
The speakers also discuss how businesses adapt as societal values shift and trust in traditional institutions like religion and government wanes. These changes, accelerated by the pandemic, have led to a scenario where many people find a sense of belonging, community, and even a form of civic leadership within their workplaces. Businesses are increasingly seen as safe havens and are expected to fill roles that other institutions traditionally occupy.
Grace notes the results of a Wall Street Journal study indicating a decline in traditional values and institutions in the US. It emphasizes how businesses have become the remaining trusted entities for many people.
Employers are now expected to provide not just a workspace but also community and sometimes even stand in for family or civic engagement. This new role requires businesses to adopt practices that ensure psychological safety, emotional connectedness, and a stance on important social issues.
Lou agrees with this perspective, highlighting the importance of training, development, and fostering a culture that supports the overall well-being of employees. Grace acknowledges the challenges this new role presents, involving more work and deeper engagement with employees’ lives beyond the traditional employer-employee relationship.
She views these expectations as an opportunity to elevate the role of businesses in society and to meet the evolving needs of the workforce.
Moving on, Grace highlights the challenges and strategies related to balancing remote work and in-person collaboration within a company culture, particularly in the context of the pandemic. After the pandemic hit in March 2020, Hunter transitioned to remote work and then gradually implemented a hybrid model. The change required employees to be in the office three days a week, with many exceptions to accommodate new lifestyles.
Despite financial success from remote work, Grace stresses the value of face-to-face communication in fostering relationships and collaboration in a field focused on connecting people. She argues that while technology enables remote communication, the value of face-to-face interactions cannot be fully replicated online.
Leadership visibility is also crucial; seeing leaders lead in person is believed to enhance the overall effectiveness and development of the team. Interestingly, Grace notes that younger employees, having spent much time in isolation during their education, were eager to return to the office for in-person mentorship and collaboration.
Towards the end of the episode, Grace talks about Hunter’s approach to professional development and community building through an initiative known as Hunter Community College. It started when Grace took over the company from its founder, Barbara Hunter, and is designed as a continuing education resource for communicators at Hunter.
Despite its name, Hunter Community College is not an actual community college but a clever play on words to emphasize its role within Hunter’s community. The program involves annual training sessions focused on various aspects of the communication craft, ranging from public speaking to creativity. These sessions are highly valued by employees, contributing significantly to Hunter’s culture and staff retention.
Furthermore, Grace highlights the importance of these educational initiatives in response to employee demands for training and development. Hunter conducts regular employee surveys and “stay interviews” to understand why employees remain with the company, and training and development opportunities consistently emerge as key factors. It is a part of Hunter’s broader strategy to attract and retain talent, especially younger staff who prioritize professional growth.
Hunter’s investment in its employees extends beyond competitive salaries and compensation packages, with professional development being a critical component of its value proposition. It has led to a high rate of staff retention and a notable “boomerang” phenomenon, where former employees return to Hunter, attracted by its culture and opportunities for growth.
Thank you for your time!
