The media and marketing industries find themselves at a crossroads. At a time when AI adoption is ramping up, and organisations are desperately pursuing greater efficiency, few are asking themselves the crucial question: at what cost
The long-term impact may still be unclear, there are already signs that all is not well. The Global Workplace Happiness Report, a study into the factors shaping the future of work, wellbeing and performance, identified that marketing and media professionals are 5.5% less engaged and 2.7% less happy than the global workplace average.
Some would argue that this is a relatively small difference; certainly not enough to spark full-blown panic. But downplaying the situation and disregarding how dissatisfaction is bubbling to the surface is a dangerous game to play.
These findings are indicative of something much wider. Namely, too many organisations in marketing and media sectors are failing to create environments in which employees feel fulfilled. If left unchecked, dissatisfaction can quickly become disillusionment – and eventually, productivity and company turnover.
Uncertainty is rife, and it’s not difficult to see why. Anthropic’s own data suggests that almost two-thirds of marketing jobs may not survive AI. Against this backdrop, it’s no wonder we see so many media and marketing professionals feeling under-rewarded and frustrated by a lack of opportunities for career progression and learning.
At a time when career security is declining, strong leadership and transparent communication are more important than ever. What many leaders seem to be forgetting is that happier, healthier workplaces provide a competitive advantage. Organisations that invest in their people alongside technology will be best placed to attract new talent, maintain creativity and successfully navigate periods of prolonged change.
Caught between burnout and AI
Part of the challenge facing today’s leaders is that media and marketing professionals are being squeezed from two directions simultaneously.
The issue of burnout is already well documented. 65% of marketers concede that they’ve felt overwhelmed in their roles over the past 12 months. At a time when even the most seasoned professionals are starting to question their long-term futures, is it surprising that more recent recruits are getting cold feet?
Then there’s AI.
Although new tools are certainly driving productivity, increased adoption can come at a price. Expectations are being raised, both in terms of the amount of work being completed and the quality of the final output.
At the same time, it’s introducing a new layer of complexity: which responsibilities we give AI or AI agents, how we use it effectively, which human skills will retain their value – and ultimately, what impact it will have on the scope of our roles. This can wreak psychological havoc, as employees are being tasked with embracing tools that could render their roles redundant – hardly a situation conducive to career confidence.
Unfortunately, leaders can’t assume that there are plug-and-play solutions to these pressures. And that’s because priorities and expectations differ between employees. While one member of the team may be concerned about job security, another might be worried there’s no room to progress up the corporate ladder.
Diagnose before it’s too late
So, how do leaders begin to mend the rift between the business and their employees
First things first: don’t wait until it’s too late. Exit interviews are a staple for any organisation with a functioning HR department. But while these certainly provide valuable insights into the factors that contributed to a person’s departure, they don’t allow for preventative action. By the time someone is explaining why they’re leaving, they already have one, if not both feet out the door.
Instead, look to build feedback loops into everyday working life. Leaders shouldn’t be perceived as figures in ivory towers, only seen during all-hand corporate days or as headshots on presentations. Employees need opportunities to raise issues quickly, rather than sitting on problems, carrying the frustration home and inevitably contracting a case of the “Sunday scaries”.
The overarching approach can be as formal or informal as you want. What matters is that the conversations are supported by robust, structured feedback mechanisms that remain consistent.
Stay interviews are one example. Instead of asking people why they left, ask why they’re still there. What’s working? What isn’t? What motivates them to stay? Whether it’s financial reward, a sense of fulfilment or upward mobility – understanding their personal drivers provides leaders with a platform from which to refine their company offering.
A future to work towards
Listening, however, is only useful if you act on these learnings.
Employees want to know that they have a future at their organisation; that there’s an opportunity for them to realise their aspirations. And that visibility only becomes more important at a time when it’s impossible to say what roles and departments will look like in ten years – let alone the next 12 months.
The onus is on leaders to implement the necessary architecture and ensure progression routes are visible. This is where individual development comes into play. Giving people something tangible to work towards creates a greater sense of purpose, ensuring both parties are aligned on what needs to happen to help them get there.
Learning also represents an important piece of this puzzle.
It’s easy for employees to become wrapped up in their daily working lives, leaving little time for extracurricular development. The responsibility rests on leaders’ shoulders, then, to actively protect time for learning.
Enlist specialists to demonstrate to employees, from juniors to veterans, how to leverage new tools to their full potential. From instructors teaching AI-led creative design to data analysts demonstrating how it can accelerate the reporting process, these sessions don’t just build technical skills. They also reinforce where human judgement remains essential, thereby demonstrating employees’ long-term value.
Technological transformation shouldn’t be thrust onto teams. The goal should be to upskill employees so that their technological intelligence becomes part of the reason they’re able to work more efficiently.
Regular knowledge transfers can help bridge this gap, creating opportunities for employees to learn from more experienced colleagues whilst also reducing a business’ reliance on a single member of the team. At a time when employees may be keeping one eye on the job market, spreading expertise more widely can ensure operations continue uninterrupted as and when people do decide to move on.
Turning good intentions into action
Paying lip service to good leadership is easy. Anyone can put their name to a corporate handbook that says all the right things: a DEI policy that says you believe in representation, partnerships with external programmes that say you support development, wellbeing and inclusion. But these just look good on paper. They don’t automatically translate into an environment in which people feel valued or optimistic.
Engagement and happiness aren’t going to suddenly improve overnight. However, leaders that prioritise transparency and provide teams with a sense of clarity – both around how their roles may evolve and the opportunities available to develop alongside them – can give employees a reason to stick around. Because rather than feeling like change is happening to them, they’ve got a hand in the future they’re building.
Jason Warner
Jason Warner is Managing Director, UK at SBS, where he works with independent agencies to help them get more from programmatic advertising. With almost two decades of experience in digital media, including a career spanning Canada and the UK, Jason brings an international perspective to campaign strategy, performance and growth.
