Advertising has a talent problem. Recent research has the industry as the worst for retaining its staff, with the average tenure of a UK marketing professional lasting only 2.8 years – far below the average of 3.7 years.
The industry has pointed its finger at a whole range of reasons for this rapid turnover in the last few years: Gen Z’s perceived laziness; the rise of ‘quiet quitters’; ageism forcing out older workers. All of these may contribute to the problem, but isolating issues in this way does not get to the true heart of the issue.
While advertising will always be a fast-moving, full-throttle industry, this is no excuse for the levels of turnover that we are currently seeing. This is a systemic issue that must be addressed fast – and if it’s not, agencies risk losing more than just staff members.
While retention of talent is marginally improving, agencies cannot rest on their laurels. The trend is clear to see, and it’s vital that it is addressed. For an industry that is positioned as people-led, it is remarkable how often this becomes lost. For independent agencies competing with much larger competitors, creating tight-knit, highly motivated teams can make all the difference.
Stopping the brain drain
Stopping the brain drain plaguing marketing means more than just throwing money at the problem. Agencies need to shift their focus to solving the problems that marketers face and create a fairer, more supportive working environment.
People-based approach
People need to be at the heart of everything an agency does. This goes beyond having some benefits buried in an employee handbook or the occasional social. It means making the active decision every day to put members of your team first. The details can be important here. Remembering things like team member birthdays can seem small, but this personal touch ensures that everyone is involved.
The power of in-person can also not be ignored. While marketers have enjoyed the benefits of hybrid working, 70% state that in-person working makes them more productive, while a further 71% state it improves their mental health. Employers must find the balance between enabling flexibility and prioritising in-person working if they are to maximise their team’s potential without burning them out.
Power of mentoring
I was incredibly fortunate to work in an organisation where my former boss believed in me deeply. His support went beyond just encouragement; he chose to mentor me and truly pushed the boundaries of what I could achieve. Thanks to a promotion, I had the opportunity to move across the pond, and with his unwavering support, I was able to navigate life in a new country.
This is still critical with today’s young marketers. Having guidance early in a career and a clear path to success laid out gives people greater motivation to stay within the industry, and hopefully, individual agencies. Mentoring doesn’t even need to happen between two people within the same company – programmes like Bloom match together mentors and mentees from across the industry.
Rooting decisions in data
A data-driven approach can seem, in many ways, at odds with a more holistic, people-driven one. But that is not the case. Data instead should be used to complement and enable a people-first agency.
Data allows for pain points and inefficiencies to be better identified in real time, instead of relying on anecdotal feedback from staff. From here, managers can better distribute resources and ease the pressure off staff, in turn allowing them to achieve a better work/life balance. Gaining a deep level of insight into day-to-day operations is vital for creating a team that is efficient, effective, and happy.
Tech to help, not hinder
Too often tech is seen as a cure-all fix. But we’ve all seen the damage that poorly considered and onboarded solutions can do to a team. They can create frustrations, tensions, and ultimately slow down workflows. None of this is helpful for agencies trying to hold onto their best staff.
Solutions must be carefully chosen and implemented with a fine-tuned road map that aligns closely with business goals. Staff will be happy to ride out the rocky parts of initial implementation, but only if they can see how technology will benefit them in the future. This is especially prescient as the age of AI dawns. While the temptation to onboard the shiniest new toy will be strong, those that take the time to consider each tool’s impact on their team and their bottom line will be the ones that actually achieve long-term success.
Stopping the talent drain must be a priority for agencies if they are to achieve sustainable long-term growth. No matter what tech innovations come along, the backbone of every good campaign is its people. Taking a holistic approach to staff that is backed by mentoring, data-driven decision-making, and complementary technology will help to stem the tide and allow marketers to thrive.
Published by @Jason Warner
