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2013
SALARY & MARKET TREND REPORT
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Market Outlook ......... 21
Digital ....................... 23
International .............. 25
Salary Expectations .. 26
TAB
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BY SECTOR & MARKET INSIGHT
SALARIES OVERVIEW
CO
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About EMR ....................................69
Acknowledgements & Disclaimer ..................................69
Current Employment ............ 8
Career Motivators .............. 11
Headcount ........................ 12
Job Search Channels ........ 14
Unemployment .................. 15
Benefits ............................. 17
Bonuses ............................ 18Corporate Overview ........................................................41
Business Services & B2B .................................................43
Energy & Utilities ...............................................................45
Finance, Banking & Insurance ............................................48
Professional Services .........................................................50
Overview ........................................................................ 29
Temporary | Freelance | Interim .......................................... 30
Permanent | Contract ......................................................... 37
Regions ............................................................................. 38
Consumer Overview .......................................................55
Creative & Agency | Pharmaceuticals & Health ...................57
IT & Telecommunications | FMCG | Consumer Durables .....58
Education | Not for Profit | Retail Media & Entertainment | Leisure & Travel ...........................63
Introduction ............................................ 3
Respondent profile ................................. 4
EMR is delighted to present the Salary & Market Trend Report 2013, compiled exclusively for the UK marketing, communications and digital industry. With responses from almost 2000 industry professionals, video interviews with our practice leaders, analytics from our own database, commentary by industry experts and tips and hints throughout, the report is one of the most comprehensive of its kind.
This report aims to help marketing professionals gain insight into what their true value is from both a job seeker’s and employer’s perspective, and to have a clearer understanding of where the industry is heading.
We highlight industry trends to provide you with information and context that you need to help plan either your own career development or indeed your own staffing requirements. We delve into the motivators of the UK marketing industry; remuneration packages by gender, location and sector as well as drivers for changing employers.
Salary tables in the second half of the report provide you with graded pay ranges accompanied by further trend insights from our own practice leaders.
Whether you are looking for a new role or planning to recruit, this report offers clear insight into key compensation trends and drivers. We hope that you find the information and results produced useful and we welcome any suggestions for our next issue to [email protected].
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From 6 August to 30 August 2012, EMR conducted an online survey focused on the demographics, length of tenure, working week, job security, career motivators, department changes, job search channels, reward and bonus trends of UK marketing, communications and digital professionals.
This report is based on findings received from 1,625 anonymous respondents who completed the survey, sector specific market insight from our experienced practice leaders based in EMR’s London and Leeds offices and EMR’s extensive database as the UK’s leading marketing, communications and digital recruitment specialist.
METHODOLOGY
Simon Bassett
Managing Director
+44 (0)207 850 6200
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With almost 2,000 respondents completing our survey, congratulations go to Marc Koskela, Head of Marketing Operations at The Economist Group, for winning the prize draw of a luxury dinner for two at the award winning Heston Blumenthal Fat Duck restaurant.
20-29 years old
30-39 years old
40-49 years old
50-59 years old62% 38%
RESPONDENT PROFILE
4%
18%
46%
32%
Less than 1 year
CAM
CIM
IDM
A Levels
Diploma
Degree
Postgraduate
Masters
MBA
1-3 years
4-6 years
7-10 years
11-15 years
16-20 years
21-25 years
2% 12% 23% 25% 22% 9% 5% 2%
63%21%16%
More than 25 years
Large (250+ employees)
Medium (50-249 employees)
Micro-small (1-50 employees)
2%
31%
5%
52%
16%
76%
15%
18%
7%
London (Greater)
London (Central)
South East
South West
Midlands
East Anglia
Yorkshire & Humberside
North West
Scotland
Other Ireland (Republic)
North East
14%
47%
10%
3%
6%
3%
6%
4%1%
4% 1%
1%
GENDER
QUALIFICATION
AGE
LOCATION
EXPERIENCE
SIZE OF COMPANY
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Permanent
Contract
Freelance/Temporary/Interim
Unemployed
3%
5%
7%
85%
Finance, Banking & Insurance
Marketing Communications
16% 57%
Business Services & B2B11%
Brand Management33%
Professional Services10%
Digital & Online28%
IT & Telecommunications9%
Direct Marketing23%
Leisure & Travel Account Management5% 5%
Media6%
Events/Sponsorship20%
Not for Profit Creative4% 4%
Creative & Agency6%
Business Development19%
Pharmaceuticals & Health Research & Analysis4% 4%
Retail5%
PR5%
Education Category/Trade Management3% 3%
Consumer Goods CRM/Segmentation5% 5%
Energy & Utilities1%
Investment Communications1%
FMCG Product Management5% 5%
Other10%
Other10%
RESPONDENT PROFILE
SECTOR SPECIALISM EMPLOYMENT
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10% Senior Account Manager
16% Head of
35%Manager
35%Agency Director/Head of/CMO
18%Account Manager
16%Senior Manager
15% Account Director
16% Executive
3%Graduate
1%Analyst
4%Assistant1%
Consultant/Freelancer
6% Group Account Director
4% Assistant/Coordinator/Officer
10%Account Executive
11%Director
12%Agency
88%In-house
2-3 months
less than 2 months
3-6 months
6-9 months
9-12 months
1-2 years
2-3 years
3-5 years
6%6% 12% 11% 11% 23% 13% 12% 6%more than 5 years
RESPONDENT PROFILE
IN-HOUSE VS AGENCY
HOW LONG HAVE YOU BEEN IN YOUR CURRENT ROLE?
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Current Employment ............ 8
Career Motivators .............. 11
Headcount ........................ 12
Job Search Channels ........ 14
Unemployment .................. 15
Benefits ............................. 17
Bonuses ............................ 18
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There’s no doubt that hiring levels and remuneration trends in the UK marketing industry have shown a strong correlation with business confidence and what’s been happening in the broader market over the past 12 months.
We’ve seen a range of market forces change the way our industry
operates; how talent is sourced, developed and retained has been influenced as a result.
In the broadest sense, many businesses have been hiring to replace headcount rather than to grow teams, and digital is becoming far more of a strategic
focus. Specialists in the digital space - specifically eCommerce and CRM - are in increasingly high demand as businesses recognise the gains of investing in digital to drive business growth. Mobile marketing has followed this trend, where demand has significantly outweighed talent supply, creating a localised war for talent and salary inflation which is radically different to the norm. This is something we expect to continue.
Other professionals in high demand include business development and bid professionals within professional services, and consumer insight and market research professionals within the retail space.
A ‘try before you buy’ trend has also emerged where employers chose to hire new talent on a temp-to-perm basis, initially bringing someone on board on a temporary basis then employing permanently.
While visibility is still limited for a number of market sectors, this can often be a suitable solution that offers greater flexibility. The result of this has been a marked increase in demand for temporary workers and fixed term contracts across the industry.
Having said this, it’s certainly felt like there has been more confidence in our job market than perhaps the business press suggest. There has been more movement at the senior end of the market than we have seen for some time, as specialists become more highly sought-after.
All in all, the trends we see suggest that hiring demand remains strong for marketing professionals within the UK, but the uncertainty and lack of visibility in the economy is a constant obstacle in most sectors.
MARKET UPDATELOOKING
BACK
A ‘try before you buy’ trend has also emerged where employers chose to hire new talent on a temporary to permanent basis.
Simon Bassett
Managing Director, EMR
+44 (0)207 850 6200
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CURRENT EMPLOYMENT
“Marketing is still very rarely genuinely understood by many directors. Professional bodies like the CIM have a very big job cut out for them in educating people about the contribution marketing makes to a successful business.”
“As the Global Head of my department, it wouldn’t surprise me to discover if my role was divided and fed out to local heads to save costs.”
“Mentoring should become more topical, especially if the industry wants to see more women in top jobs.”
“Corporate sign-offs slow down the department’s ability to adapt quickly and only limits creativity and enthusiasm.”
“Marketing is still seen as a cost rather than an investment by many companies.”
69%Somewhat
secure
12%Somewhat insecure
17%Very secure
44%Very secure
20%Very secure
12%Somewhat insecure
10%Somewhat
secure
45%Somewhat
secure
18%Neutral
26%Somewhat insecure2%
Very insecure
5%Very insecure
20%Very insecure
Job security was consistent between males and females, with 65% reporting feeling secure or very secure.
OVERALL, HOW SECURE DO YOU FEEL IN YOUR CURRENT JOB?
SEP 11
AUG 12
MAY 12
JOB SECURITY
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CURRENT EMPLOYMENT
6%Very dissatisfied
21%Dissatisfied
24%Neutral
40%Satisfied
9%Very satisfied
33%Increased
13%Decreased
54%Remained the same
One third of all respondents are working more hours per week than they were 12 months ago.
Over half (51%) of male respondents reported working 45 hours or more per week, compared to 35% of females.
20-30 hours
10-20 hours
30-35 hours
35-45 hours
45-50 hours
50-60 hours
More than 60 hours
1%1% 5% 52% 26% 12% 3%
OVERALL, HOW SATISFIED ARE YOU IN YOUR CURRENT JOB?
ON AVERAGE HOW MANY HOURS A WEEK DO YOU WORK?
HOW HAS THE NUMBER OF HOURS YOU WORKED CHANGED IN THE LAST 12 MONTHS?
JOB SATISFACTION
WORKING HOURS
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CURRENT EMPLOYMENT
PLEASE IDENTIFY THE CLOSEST REASON/S AS TO WHY YOU LEFT YOUR LAST POSITION.
42% NEW CHALLENGE/MORE INTERESTING WORK
36% HIGHER SALARY
33% ENHANCED CAREER PROSPECTS
21% MORE RESPONSIBILITY
17% REDUNDANCY
13% BETTER WORK/LIFE BALANCE
11% BETTER LOCATION/EASIER COMMUTE
10% CAREER CHANGE
10% RELOCATION
9% CONTRACT EXPIRED
4% BETTER TRAINING
5% JOB TOO STRESSFUL
5% TRAVELLING
8% IMPROVED BENEFITS PACKAGE
6% IMPROVED BONUS POTENTIAL
7% JOB SECURITY
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CAREER MOTIVATORS
1. SET THE GROUNDWORKThe number of online and social channels available to you is now staggering, but this makes enhancing your personal brand easier than ever before. Create a blog, tweet and contribute industry commentary regularly, but always ensure it’s relevant and current information.
2. MAXIMISE YOUR PROFILESEnsure that regardless of the online footprint you create, it’s thorough, complete and optimised. Your information, including work experience, should be current, include keywords and have all fields filled in.
3. ESTABLISH YOURSELF AS A THOUGHT LEADERRather than add and accept everyone on LinkedIn, be selective about who you connect with, as it can be indicative of your seniority, level of influence and type of role. Contribute to industry insight and research pieces, and take up speaking opportunities where possible.
4. RESPECT YOUR REPUTATIONRegardless of the profile you create, never underestimate the power of word of mouth. If you include empty claims, falsify skills and experience or simply don’t deliver value in your current role, it will travel faster than any social media channel could ever diffuse.
BRAND YOU
More about maximising your personal brand
HOW MANY PEOPLE ARE CURRENTLY IN YOUR TEAM?
0-5 employees
6-10 employees
11-15 employees
16-20 employees
21-30 employees
More than 30 employees
47%
29%
11%
4%
4%
5%
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HEADCOUNT
40%Increased
37%Increasing
5%Unsure 12%
Unsure
9%Decreasing
22%Decreased
33%Remained the same
43%Remain the same
HOW HAS THE NUMBER OF STAFF IN YOUR TEAM CHANGED OVER THE PAST 12 MONTHS?
HOW DO YOU ANTICIPATE THE NUMBER OF STAFF IN YOUR TEAM CHANGING OVER THE NEXT 12 MONTHS?
1 Company growth or expansion
2 Increased budget for the department
3 Increased workload has required new roles
Top 3 Reasons for Headcount Decreases:
1 Redundancies from budget cuts and cost cutting
2 Company mergers, acquisitions and restructures
3 Team members have left and not been replaced
Top 3 Reasons for Headcount Increases
More respondents have witnessed headcount increases as opposed to decreases over the past 12 months.
Almost one in four respondents working in a large organisation have seen headcount decreases over the past 12 months, compared to 17% of those working in small organisations.
More respondents working in medium sized organisations expect to see headcount increases (42%) than their counterparts in small and large organisations.The majority of respondents expect headcount in their team to remain the same over the next year.
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HEADCOUNT
HOW LONG DID IT TAKE FOR YOU TO FIND YOUR CURRENT POSITION?
HOW DID YOU FIND YOUR CURRENT POSITION?
WOULD YOU RECOMMEND YOUR EMPLOYER TO A FRIEND?
WHICH OF THESE CHANNELS DO YOU CONSIDER MOST VALUABLE WHEN SEEKING A NEW ROLE? (CHOOSE UP TO 3)
A recruitment consultancy or headhunter was the most common way for marketing professionals to find their current role. This was especially the case for senior level roles.
1-3 months
FacebookMarketing Magazine
Recruitment consultancies / headhunters
Up to 1 month
New Media Age
ReedWord of mouth / personal referrals / internal contact
4-6 months
7-9 months
10-12 months
1-2 years
Over 2 years
OtherTrade Press
Marketing Week
National Press
Brand Republic
eConsultancyOnly Marketing Jobs
Yes
No
TwitterMonster TotalJobs56%
39%
1%11%76%
31%
1%14%49%
18%
9%6%32%
4% 5% 2%
5%19%
1%
4%14%
74%
26%
3%14% 2%
43% RECRUITMENT CONSULTANCY/ HEADHUNTER
12% PERSONAL CONTACT
15% ADVERTISING (ONLINE)
8% INTERNAL PROMOTION
10% DIRECT APPROACH
2% ADVERTISING (PRINT)
2% SOCIAL NETWORK
5% PROFESSIONAL NETWORK
3% OTHER
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JOB SEARCH CHANNELS
WHICH OF THESE LOCATIONS DO YOU LIVE CLOSEST TO?
WHICH BEST DESCRIBES YOUR MOST RECENT POSITION TYPE?
IN WHICH SECTOR DID YOU MOST RECENTLY WORK?
WHAT BEST DESCRIBES YOUR SPECIALISM?
Finance, Banking & Insurance
Marketing Communications
23% 71%
Business Services & B2B4%
Brand Management40%
Professional Services15%
Digital & Online23%
IT & Telecommunications
Direct Marketing
8%
Public sector8%
19%
FMCG
Account Management
4%
12%
Events/Sponsorship29%
Media
Creative
4%
10%
Construction & Property
Business Development
4%
37%
Retail
Research & Analysis
4%
15%
PR23%
Education
Category/Trade Management
4%
4%
Consumer Goods
CRM/Segmentation
4%
15%
Leisure & Travel
Creative & Agency
2%
2%
Investment Communications15%
Energy & Utilities
Product Management
4%
14%
Not For Profit
Other
2%
10%
London (Central)
London (Greater)
Midlands
South East
East Anglia
North West
Scotland
South West
Yorkshire & Humberside
38%
36%
12%
4%
2%
2%
2%
2%
2%
14%Director
22%Senior Manager
23%Head of
26%Manager
12%Executive
3%Assistant/ Coordinator/ Officer
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UNEMPLOYMENT
HOW LONG HAVE YOU BEEN OUT OF WORK?
PLEASE IDENTIFY THE REASON/S AS TO WHY YOU ARE CURRENTLY OUT OF WORK
HOW DO YOU PLAN TO FIND YOUR NEXT POSITION?
WOULD YOU CONSIDER UNDERTAKING AN INTERNSHIP TO FURTHER DEVELOP YOUR SKILLS?
50% would consider undertaking an internship to further develop their skills. Over half of these respondents would consider an unpaid internship.
Yes, paid only
Yes, paid or unpaid
Unsure
No
23%
27%
19%
31%
2-3 months
Less than 2 months
3-6 months
6-9 months
9-12 months
12-18 months
18-24 months
More than 2 years
17%36% 17% 12% 4% 6% 2% 6%
55% REDUNDANCY
18% CONTRACT EXPIRED
13% PREVIOUS JOB WAS NOT FOR ME
17% WANTED A NEW CHALLENGE/ MORE INTERESTING WORK
8% PREVIOUS JOB WAS TOO STRESSFUL
10% TRAVELLING
5% RELOCATION
4% WANTED MORE RESPONSIBILITY AT WORK
6% WANTED A CAREER CHANGE
4% WANTED A BETTER WORK/ LIFE BALANCE
89% RECRUITMENT CONSULTANCY/ HEADHUNTER
67% PERSONAL CONTACT
67% ADVERTISING (ONLINE)
6% NOT CURRENTLY LOOKING
56% DIRECT APPROACH
19% ADVERTISING (PRINT)
40% SOCIAL NETWORK
67% PROFESSIONAL NETWORK
4% OTHER
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UNEMPLOYMENT
25 days holiday or more
Company pension scheme
3.2
75%64%
57% 55%
2.5
48%
2.5
34%
2.4
26%
2.1
26%
1.9
24%
1.8
18%
1.8
17%
1.6
14%
1.6
13%
1.6
13%
1.5
8%
1.4
6%
1.4
1%
2.9
INDICATE HOW IMPORTANT EACH OF THE FOLLOWING EMPLOYEE BENEFITS WOULD BE TO YOU WHEN CONSIDERING A NEW ROLE.
WHICH OF THESE BENEFITS ARE INCLUDED IN YOUR CURRENT PACKAGE?
2.8
1 Not Important i.e. would not influence your interest in a position
2 Quite important i.e. would make an employer more attractive but would not be a deciding factor
3 Very important i.e. would potentially swing your decision over whether to take a position
4 Vital i.e. would not accept a role if this was not part of the package
Mobile phone/Blackberry/PDA
Annual bonus scheme
Insurance (PMI/death in service/life insurance)
Flexible working (homeworking/flexitime)
Car or car allowance
Flexible benefits (choosing from a range of options)
Season ticket loan
Childcare arrangement/vouchers
Share incentive/EMI scheme/option scheme
Leisure facilities
Travel benefits/allowances
Daily subsidised meals
Sabbatical Mortgage relief
Not applicable
Rating average
1
2 3
4
HOW SATISFIED ARE YOU WITH YOUR BENEFITS PACKAGE?
5%Very dissatisfied
18%Dissatisfied
31%Neutral
38%Satisfied
8%Very satisfied
Overall, respondents rated their satisfaction level regarding their current benefits package as 3.25/5.
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BENEFITS
DID YOU RECEIVE A BONUS IN THE MOST RECENT FINANCIAL YEAR?
WHAT DO YOU EXPECT YOUR NEXT BONUS TO BE?
WHAT LEVEL WAS YOUR LAST ANNUAL BONUS?
HOW DID THIS DIFFER FROM THE PREVIOUS YEAR’S BONUS?
Fewer marketing professionals are receiving bonuses than previous years. Bonus levels and how they differed year on year were comparable between males and females. Bonus satisfaction levels were comparable between males and females, but were significantly lower across the board compared to previous years. 29% of males expect their next annual bonus to be 20% or more, while only 17% females have this same expectation.
Yes No
Permanent & Contract
Temp / Interim / Freelance
Overall 2012-2013
Overall 2010-2011
54%
88%
53% 64%
12%
46% 47%
36%
2%40-49% of salary
4%30-39% of salary
13%20-29% of salary
32%10-19% of salary
5%
44%
36%12%
4%2%
2%
6%45%
18% 26%Significantly increased
0-10% of salary
10-20% of salary
20-30% of salary
30-40% of salary
40-50% of salary
50-60% of salary
Significantly decreased
Stayed the same
IncreasedDecreased
47%Less than 10% of salary
2%50-59% of salary
HOW SATISFIED ARE YOU WITH YOUR MOST RECENT BONUS?
7%Very dissatisfied
6%Very dissatisfied
21%Dissatisfied
21%Dissatisfied
29%Neutral
35%Satisfied
59%Satisfied
8%Very satisfied
2012-20132011-2012
14%Very satisfied
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BONUSES
HOW WOULD YOU RATE YOUR CURRENT JOB SECURITY?
September 2011
May 2012
August 2012
very insecure
insecure
neutral*
*Neutral was not an answer option in September 2011 or May 2012.
secure
very secure
12%
26%
18%
2%
5%
20%
12%
17%
10%
20%
69%
44%
45%
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The proportion of marketers feeling secure or very secure in their job fell by 32% from September 2011 to May 2012. This then rose again from May to August 2012, with 65% feeling somewhat or very secure in their current role. More marketers feel secure about their job than insecure
Research conducted by EMR in May 2012 showed that of over 500 marketing professionals surveyed, 54% felt their job was secure or very secure, down from 86% who felt this in September 2011.
The largest rise was in those who felt their job is very insecure, increasing from 2% in September 2011 to 20% the following May - a tenfold increase. However, by August this figure dropped by 24%, with only 20% reporting feeling very secure in their role.
This fall in perception of job security coincides with a tumultuous period in the Eurozone. This has impacted on domestic confidence in the UK economy as Europe, its biggest export market, lurches from crisis to crisis and the feared double dip recession has become reality.
Simon Bassett, Managing Director at EMR comments, “It is easy to see why people may be pessimistic about job security with high unemployment
figures, the slide back into recession and the downgrading of growth forecasts. I think we can all agree that the current economic climate has had a negative impact on confidence.”
Despite the uncertain economic outlook, the proportion of marketing professionals who feel their job is secure still outnumbers those that feel insecure, with 65% feeling secure or very secure overall, compared with only 17% who feel negatively. The largest single response in August 2012 was from those who felt their job was ‘somewhat secure’, at 45%.
Bassett argues the focus on growth and the tough climate could provide an opportunity for marketers:
“Although confidence has understandably declined, it is positive that the proportion of marketers feeling secure in their job remains higher than those that don’t. Marketing is a vital part of business development and companies neglecting the value skilled marketing professionals provide risk missing out on growth opportunities. Europe is undergoing a sea-change in economic dogma with growth now seen as a key aim over austerity, and this provides the perfect climate for marketing professionals to flourish.”
The findings around headcount growth presented earlier in this report support this, with 43% expecting their team headcount to remain the same, and a further 37% are anticipating an increase.
SECURING SOME SECURITY
FUT
UR
E
MA
RK
ET
Market Outlook ................ 21
Digital .............................. 23
International ..................... 25
Salary Expectations ......... 26
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While visibility in marketing recruitment remains relatively limited and hiring is so closely aligned to business confidence, market movement is difficult to predict.
Overall, we expect an element of caution and nervousness to remain in the market until a wider confidence shift happens, at which point we expect to see a sudden surge in the demand for skilled marketing professionals to redevelop strategy.
Major hiring projects in marketing departments are commonly aligned to significant changes such as company mergers or restructures – both of which are likely to be limited in the short-term. Blue chip hiring will likely remain largely reactive until overall market confidence grows and Eurozone pressures reduce.
On the positive side we do know that the growth strategies of many of our clients are hugely marketing led – probably moreso than ever before with the customer, be it business or consumer, at the heart of business growth. This, coupled with digital, social and mobile remaining key catalysts within the industry, mean UK marketing departments will only grow in size and stature in 2013.
CRYSTAL BALL MARKET PREDICTIONS FOR 2013
OVERALL, HOW DO YOU FEEL ABOUT THE FUTURE OF THE ECONOMY OVER THE NEXT 12 MONTHS?
COMPARED WITH THE LAST SIX MONTHS, HOW CONFIDENT DO YOU FEEL ABOUT THE ECONOMIC PROSPECTS FACING YOUR COMPANY IN THE NEXT SIX MONTHS?
2%Extremely pessimistic
38%Pessimistic
21%Optimistic
1%Extremely optimistic
19%
57%
24%
More confident
As confident
Less confident
38%Neutral
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MARKET OUTLOOK
WHAT DO YOU EXPECT FOR YOUR BUSINESS IN THE NEXT 12 MONTHS?
DO YOU ANTICIPATE CHANGING JOBS IN THE NEXT 12 MONTHS?
OVERALL, DO YOU SEE MARKETING AS YOUR LONG-TERM CAREER PATH?
YES
YES
NO
NO
UNSURE
UNSURE
38%Business process/ policy changes
33%Salary freezes
19%Job cuts
16%More money available for future investment
37%Budget cuts
28%Recruitment freeze
17%Cuts in funding for staff training
13%Salary increases
8%None
2%Salary decreases
33%Profitability of business
25%Increase in staff recruitment
16%Greater focus on regulatory issues
11%Increased spend on staff training
Almost half (46%) of all respondents plan to change jobs in the next 12 months.
46% 30%
24%
77%
19% 4%
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MARKET OUTLOOK
Research conducted by EMR in 2012 showed that of over 500 marketing professionals surveyed, 64% believe that discrimination on the basis of age is worse now in the industry than it was five years ago. Marketers also showed they do not expect the problem to abate, as 73% stated they expect the problem to become worse in the next five years.
Three quarters of professionals over 50 reported being a victim of or witnessing discrimination on the basis of their age, with over 30% of those surveyed providing details of their experience. By contrast, the number of professionals under 40 who said they have experienced or seen discrimination was just 32%. The growth in age discrimination appears to have been unhindered by legislation which came into force in 2006 through the Employment
Equality (Age) Regulations 2006, with one quarter of professionals at Head of Department/CMO level admitting to having discriminated against someone because of their age.
Simon Bassett, Managing Director of EMR said “Sadly, these are very stark numbers which show the marketing industry is one that is progressively overlooking the value that genuine experience can provide. As marketing activities move increasingly into a digital space, there is misplaced belief that younger people are better able to use the new tools on offer – but that’s simply not an accurate picture.
“This is a particular surprise when one considers that just over five years ago the legislation against age discrimination was beefed up considerably. We were quite shocked by the fact that while those aged over 50 experience the most age discrimination, they’re also the largest age group doing the discriminating. It’s no longer acceptable, or indeed legal, to write job adverts that are pitched to prospective employees of a certain age, however
many respondents claimed reasons such as over experience and cultural fit make this redundant. Most marketers would like to think they are aware of the dangers of age discrimination, but the truth is, it’s a growing problem”
TECHNOLOGY
An increasing reliance on technology was cited as the main cause of the bias against older marketers as almost half of respondents stated discrimination was increased by the growing use of social media and technology in marketing.
50 A
ND
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MARKETERS WHO HAVE EXPERIENCED DISCRIMINATION
35%
30%
58%
75%90%
30-39 years old
40-49 years old
20-29 years old
50-59 years old
Over 60 years old
64% of marketers think age discrimination has worsened in the last five years.
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DIGITAL
[...]
WHICH SOCIAL MEDIA CHANNEL/S DO YOU USE AT LEAST ONCE A WEEK?
82%
79%
44%
7%
7%
5%12%
Facebook was the most commonly used social media channel amongst those aged under 30. Over 90% of those aged 40+ are active Linkedin users.
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Simon Bassett continues: “It appears that such rapid changes in technology have resulted in companies opting for the perceived dynamism of youth over the genuine benefits of experience using traditional marketing channels. This has led many in the industry to overlook what marketers over 50 have to offer.
“But in many cases, older professionals are the ones who work hardest to maximise the potential of technological innovations, using their knowledge and experience to greater effect than younger professionals. After all, technology is only another tool in building a brand, communicating messages and increasing engagement – it doesn’t require companies to throw
everything they know about traditional marketing channels out the window. Marketing principles still stand true and the more experienced you are, the more aware of that truth you tend to be”.
ECONOMIC PRESSURE
While technology was cited as the most significant reason for growing age discrimination in the marketing industry, 30% of professionals felt the current economic climate has also served to increase discrimination against older marketers. The generally higher salaries expected by older professionals, as well as pension benefits were cited as the reason for this.
Simon Bassett said: “Especially in tough times, employers all want the best possible bang for their buck. In normal circumstances, older and higher-salaried workers are able to demonstrate their worth by raising revenues for their employers. But when purse-strings are tightened, many employers have decided to jettison higher-paid workers in favour of younger professionals prepared to do the same jobs for less – short term-ist maybe but in this climate marketing plans do become truncated and the onus is often on delivering quickly and cheaply”.
“Marketing is experiencing a huge shift with companies finally waking up to new technologies, but not necessarily changing their organisations to reflect this, causing stress, confusion and inefficiency. Once this is resolved, marketing will be a much better profession to be in, but currently it is in a state of flux with many uncertainties.”
“The changes to marketing functions nowadays based on social media and digital marketing across any industry is a big topic.”
DIGITAL
WHICH OF THE FOLLOWING COUNTRIES WOULD YOU CONSIDER RELOCATING TO FOR A SUITABLY ATTRACTIVE JOB OPPORTUNITY?
WHY WOULD YOU CONSIDER EMIGRATION?
Fewer females (71%) than males (83%) would consider relocating internationally.
58%United States of America
38%Europe - mainland
22%Hong Kong
21%Singapore
15%UAE
11%Ireland
10%South Africa
8%Japan
8%Malaysia
8%China
6%India
2%South America
22%New Zealand
32%Canada
46%Australia
58% IMPROVED QUALITY OF LIFE
49% NEW CAREER OPPORTUNITY
42% IMPROVED SALARY
16% TAX BENEFITS
36% BETTER EMPLOYMENT OPPORTUNITIES
17% FRIENDS & FAMILY
20% STRONGER ECONOMY
55% EXPERIENCE A DIFFERENT CULTURE
14% BETTER EMPLOYMENT CONDITIONS
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INTERNATIONAL
DO YOU EXPECT A SALARY INCREASE IN YOUR CURRENT ROLE IN THE NEXT 12 MONTHS?
IF YOU WERE CONSIDERING A NEW ROLE (EXTERNALLY), WHAT WOULD YOU PERCEIVE TO BE AN ACCEPTABLE INCREASE IN BASIC SALARY?
Very few marketing professionals now expect a salary increase compared with 2011, when three quarters of all respondents expected an increase.
To justify moving companies, most would expect a salary
boost of 10-15%.
3%0%
7%1-5% of salary
25%5-10% of salary
29%10-15% of salary
19%15-20% of salary
10%20-25% of salary
4%25-30% of salary
3%30% or more
Yes, 0-5% Yes, 5-10%
Temp/Interim/Freelance
0%
10%
20%
30%
40%
50%
Permanent & Contract
Overall 2012 - 2013
Overall 2011 - 2012
Yes, 10-20% Yes, more than 20%
No, I expect it to remain the same
No, I expect a salary decrease
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SALARY EXPECTATIONS
“I will be returning to work after having a child and due to the current market my minimum salary expectation is much lower than my previous actual salary.”
More about resignation advice and counter offers
RESIGN OR RE-SIGN?Counter offers. They’re not a new concept (in fact they happen quite often) but why do so many of us make the wrong decision when we’ve already made the decision to go?
Let’s set the scene; after weeks or months of interviewing and chasing your dream job, you finally get an offer. It meets your salary requirements, is a step up from your current role and ticks all the boxes. You accept the offer, celebrate with friends and family, and now it’s time to formally resign.
It’s not often the easiest thing to do but the new role is a great opportunity and you’re feeling excited. You pluck up the courage to hand in your notice or arrange a meeting and deliver the news, but after a few days you receive a counter offer. After all, you are one
of their best performers, an invaluable member of the team, the CEO wants you to stay and there is a bigger and better opportunity for you at your current company.
It all begins to sound easier and you start considering whether you want to leave after all. You’ve made some great friends; the company clearly values you and what if they’re right about there being bigger and better opportunities here?
Before deciding, there are four things you should consider: 1 Why you decided to leave in the first
place2 The reasons your employer might be
doing this3 The research behind counter offers4 The repercussions and potential
consequences of each option.
Let’s look at the first one. Chances are that the reasons you initially decided to leave will not simply disappear if
you stay. Salary is often ranked 4th or 5th in the drivers for looking for a new role, however when it comes to counter offers we often accept them based purely on the promise of more money. Consider your true reasons for leaving and whether or not these will actually change in the next six or twelve months.
Secondly, consider why your current employer is only bringing this to the table now. More often than not it’s a huge inconvenience for you to leave; it’s extremely time consuming, not to mention expensive to find a replacement. We commonly see situations where employers will keep you on until they can put a backup plan in place to replace you when it’s convenient. All of a sudden that great opportunity you were promised isn’t materialising, you aren’t getting that extra responsibility you wanted and all the reasons you had for leaving in the first place are still there.
Thirdly, the research. Only 6% of employees are still with their company 12 months after accepting a counter offer, generally for the reasons noted above.
And finally, consider the pros and cons of each option carefully. At times, there can be benefit in accepting a counter offer, but it is very rare. You may be getting paid a little more, you may even be in a new role but in reality your card has been marked and it’s only a matter of time before you move on, be it your decision or the business’.
Jonathan Fisher
Managing Consultant, Business Services & B2B
+44 (0)207 850 6131
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SA
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BY SECTOR & MARKET INSIGHT
SALARIES OVERVIEW
CO
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Corporate Overview ............................................... 41
Business Services & B2B ........................................43
Energy & Utilities ......................................................45
Finance, Banking & Insurance ...................................48
Professional Services ................................................50
Overview ............................................................... 29
Temporary | Freelance | Interim ................................. 30
Permanent | Contract ................................................ 37
Regions .................................................................... 38
Consumer Overview .............................................. 55
Creative & Agency | Pharmaceuticals & Health ..........57
IT & Telecommunications, FMCG | Consumer Durables .....................................58
Education | Not for Profit | Retail Media & Entertainment | Leisure & Travel ..................63
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75% of respondents in our last survey expected to receive a salary increase, but only 59% received one.
WHEN WAS YOUR LAST PAY REVIEW?
WHAT WAS THE OUTCOME?
18%22%
59%
N/Ano change
Pay increase
1%Pay decrease
HOW SATISFIED ARE YOU WITH YOUR CURRENT REMUNERATION?
6%Very dissatisfied
8%Very dissatisfied
27%Dissatisfied
20%Dissatisfied
27%Neutral28%
Neutral
35%Satisfied
40%Satisfied
6%Very satisfied
PERMANENT & CONTRACT
PERMANENT & CONTRACT
TEMP/ INTERIM/ FREELANCETEMP/ INTERIM/ FREELANCE
5%Very satisfied
Remuneration satisfaction levels for males and females were almost identical, with 40% feeling satisfied or very satisfied overall. Temporary, interim and freelance respondents reported higher salary satisfaction levels than their permanent counterparts.
20%Less than 6 months ago
39%Less than 6 months ago
15%6-12 months ago
28%6-12 months ago
6%Over 12 months ago
14%Over 12 months ago
59%N/A
19%N/A
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SALARIES OVERVIEW
“It seems like companies are trying to hire staff in an equal position as last year but for a lot less money. I’ve witnessed pay cuts of 50% or more.”
“Salaries are becoming ridiculously low to the point that it’s becoming a bad idea to remain a marketer in the UK.”
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Q What is the biggest trend you’ve observed over the past 12 months?
A Firstly, the return of pure interim opportunities. Clients are once again looking for professional and highly experienced consultants to come in and develop new strategies and initiatives. Most contracts during the downturn tended to be more focused on filling gaps, whereas in the past year businesses have been investing more in growth and driving their businesses forward. This often requires high level expertise, and suggests a certain level of confidence. These types of specialist roles are in high demand. Secondly, the increased focus on hiring specialised CRM and eCommerce professionals to support digital strategies.
Q Do you expect this to continue?
A Yes, absolutely. The talent pool with these niche skill sets is still small and the demand is growing, which is likely to drive up contract and day rates if supply doesn’t meet the demand.
Q How are employers reacting to uncertain market conditions?
A Recently, confidence in the market has been somewhat shaky. Most of the businesses we talk to are continuing with their growth plans but are being
more conservative with their budgets due to limited visibility. However, this has resulted in increased demand for temporary and contract professionals, as businesses are not always able to guarantee a long term commitment during this time.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A The most significant change in the temporary market in the last year has been the introduction of AWR. This legislation means all contract workers
Rachel has a wealth of recruitment expertise and
one of the strongest interim networks within the UK.
With almost ten years’ both client and agency side
experience, she is a specialist at complex interim
search techniques and the provision of senior fixed
term contractors. Currently heading up the Temporary
and Contracts Division within EMR, Rachel manages a
team working across all industry sectors focusing on
temporary, contract and interim hires.
WATCH RACHEL’S INTERVIEW
Rachel Bowman
Associate Director Temp & Contracts Division
+44 (0)207 850 6151
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TEMPORARY | FREELANCE | INTERIM
[...]
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are entitled to the same packages and rights as their permanent counterparts, which has led to increased day rates and holiday pay. On the whole, especially at the senior end, many assume that contractors are paid more for their expertise, but at the more junior end this has not always been the case. The introduction of the AWR legislation has really highlighted this.
Q Are you seeing growth again?
A Yes, the biggest growth area is digital. ATL budgets have seen cutbacks and digital is on everyone’s agenda. Within this most of the demand is in social media, eCommerce and eCRM
Q What are your tips for organisations trying to attract top talent?
A • Have a consistent message and representation of your employer brand throughout all touch points and sourcing channels, including social media, advertising and via agencies.
• Be seen as thought leaders and experts within your space; the best want to work with the best.• Promote how you look after your people, nurture talent and support career paths in the business.
Q What are your top tips for marketing professionals looking to take the next step in their career?
A • Be a specialist – highlight and define your core area of expertise• Grow your network and engage with the right people in your industry.• Be visible – provide commentary for articles and be involved in industry discussions with other experts in your field.• Partner with agencies that have the best reputation and will represent you effectively to their top clients.
Q What are you finding is the main reason candidates are looking for new opportunities?
A During the downturn the market was somewhat stagnant and generally speaking there was a reluctance to
move from secure roles. Although there are definitely still uncertainties and candidates take a more considered approach to changing roles, confidence has increased and the demand for career progression, reward and change has followed.
Q Finally, what changes do you expect to see in your division over the next 12 months?
A During these uncertain times I predict the demand for interims to at least continue but possibly increase. The value of bringing on seasoned professionals without the longer term financial commitment is being recognised as a true solution.
TEMPORARY | FREELANCE | INTERIM
The saying goes that a change can be as good as holiday and this has certainly been the case for the increase in marketing professionals choosing an interim career path and companies wishing to employ them.
Over the past few years this trend has continued to increase so much that it’s becoming questionable whether it’s a trend at all or in fact here to stay.
Not to be confused with freelancers, professional interims are generally highly experienced marketers who specialise in strategy setting or a particular skill set at the very senior end of the market, charging a day rate for their services.
As the war for top talent continues to heat up, particularly in content marketing, loyalty, social media and eCommerce, interim marketers are changing the way many companies approach their marketing function.
Projects typically last anywhere from six weeks to 12 months, with the main attraction for candidates being to expand their experience across a variety of sectors and continuously take on new challenges at different companies. Many appreciate being able to focus on strategy setting rather than office politics and some argue it provides greater job satisfaction.
For employers, the benefits are plentiful. The flexibility offered, lower risk implications and having an outsider’s perspective have resulted in a winning formula for many businesses. As digital channels continue to develop at an alarming rate, many businesses are choosing to bring in a specialist in this field rather than outsource to an agency. The interim marketers are often charged with setting the strategy and creating a blueprint others in the department can learn from and work off following their departure.
RISE OF THE INTERIM
• Opportunity to focus on strategic projects
• Increased flexibility• Increased pay• Avoid office politics associated
with a permanent role
• Decreased job security, as you will be required to continuously source opportunities
• Lack of benefits and pension offered through a permanent position
• Lack of feeling part of a long term team
• Increased flexibility• Gain an expert ‘outsider’s in’
perspective• Learn from a specialist skill set• Lower risk than a permanent hire• Fast acting• Can be a good catalyst for change• Cost effective – businesses can set
the budget and time commitment
• Less in-depth understanding of a brand of business than a permanent employee
• Can have a short-term view rather than the long-term success of the brand
PROS
IND
IVID
UA
LSB
US
INE
SS
CONS
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TEMPORARY | FREELANCE | INTERIM
CO
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Melissa is an experienced recruiter within the marketing
and communications industry. Having over five years’
recruitment experience, she has completed senior level
assignments across a variety of sectors and has an
impressive network of interim and contract specialists.
Managing one of EMR’s specialist interim and contract
divisions, Melissa has a dedicated team to support
recruitment needs covering the retail, FMCG, not-for-
profit, education, entertainment, media, publishing,
utilities and pharmaceutical sectors.
Melissa Pierson
Manager, Consumer Team Temp & Contracts Division
+44 (0)207 850 6150
WATCH MELISSA’S INTERVIEW
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Q What is the biggest trend you’ve observed in the interim consumer market over the past 12 months?
A As an interim recruitment specialist, I have seen day rates drop by approximately £50 per day, both on new opportunities and on the typical benchmarked day rate. One reason for this was the slight decline in active interim roles in the first half of last year; as a result of uncertainty in the market, businesses took a more considered approach to hiring in an effort to avoid reliving the position they were in four or so years ago. However, we have seen increased demand for specialist interim roles. Another trend has been the need for candidates to become commercial business partners rather than standard marketing managers. Employers want to hire candidates with commercial business acumen and skill as well as their core skill set.
Q What is the biggest trend you expect to see over the next 12 months?
A I expect to see a shift in recruitment from offline to online. Digital roles are really becoming a trend in most of our core business areas and having a demonstrable working knowledge of digital is becoming a core part of any role. Social media is starting to become
an integral part of the marketing mix and as a result, we’re seeing far more candidates that have skills and experience in this area.
Q How are employers reacting to uncertain market conditions?
A Those responsible for hiring decisions are taking their time in defining and communicating their 2013 strategies. Some are hiring for replacement and business critical roles, rather than for growth.
Q Are you seeing growth again?
A Senior commercial project managers who have been involved in large digital and change projects are in very high demand right now. I expect this to continue, as skilled practitioners in this area will always be in demand. These types of marketers are very rarely employed on a permanent basis within a business.
Q What are your top tips for organisations trying to attract talent?
A • Know exactly what type of person you need to bring into your business, what their objectives will be and how their success will be measured.
TEMPORARY | FREELANCE | INTERIM
Social media is starting to become an integral part of the marketing mix and as a result, we’re seeing far more candidates that have skills and experience in this area.
[...]
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• Make sure that you have the strongest external brand in terms of the recruitment and selection process, as well as in the core function you are recruiting for. • Use agencies that are specialists in that core function and that you have a good working relationship with. Also make sure that the dialogue during this process is two way.
Q What are your top tips for marketing professionals looking to take the next step in their career?
A • Scope out the market, be realistic and develop specialist sought after skills within the marketing mix. • Know the next step up that you want to take and know how to get there – consider whether you need additional training, development or responsibilities to take you to that next role. • Do a fantastic job in the current one that you are in. The industry you operate in is a small one so in order to shine in the market you need to have a compelling and successful proposition behind you.
Q What are you finding is the main reason candidates are looking for new opportunities?
A Specifically within interim, new opportunities are arising mainly because of new projects within businesses, such as adapting to a new strategy or developing propositions to outsmart competitors.
Q Finally, what changes do you expect to see over the next 12 months?
A As confidence increases, I see day rates increasing back to 2010/2011 levels. I also predict the volume of interim roles to increase as companies grow and develop a need for specialists to come onboard and develop new strategies. I think marketing professionals in general will also be more fluid and we’ll see increased movement in the market.
TEMPORARY | FREELANCE | INTERIM
HOW ARE YOU CURRENTLY PAID?
HOW HAS THE RECENT AWR LEGISLATION IMPACTED YOUR ROLE?
2%
12%
6%
34%
3%
19%
0%
9%
3%
85%
14%
5%
5%
2%
2%Increase in daily/hourly rate
Less than £150
Decrease in daily/hourly rate
£150-£300
Increase in benefits
£300-£500
Decrease in benefits
£500-£750
£1250-£1500
No change
£750-£1000
£1500-£1750
Other
£1000-£1250
£1750+
29%Other (Sole trader/ freelance/ consultant/ personal invoice and umbrella company)
29%Limited company
42%PAYE
WHAT IS YOUR CURRENT BASIC DAY RATE?
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“Contracting seems very relevant in today's market with the ability for companies to switch resources on and off.”
“I’ve definitely noticed contracts getting shorter due to increased regulatory changes.”
“There seems to be a wealth of contract positions, but lots of competition. Employers want more for less spend.”
TEMPORARY | FREELANCE | INTERIM
CO
RP
OR
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UP
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E Q What’s been the biggest trend you’ve observed in the interim corporate market over the past 12 months?
A Over the past year we have seen a decrease in the number of senior level day rate roles coming through, suggesting that businesses have been reluctant to pay for marketing professionals at this level on an interim basis. Instead, across the financial and professional services space the majority of roles have been more at the mid-level. We’ve also seen more fixed term contracts as opposed to high level day rate roles within these sectors.
Q What is the biggest trend you expect to see over the next 12 months?
A Following a somewhat lengthy period of restructure across many businesses and with the economic difficulties in Europe, I expect to see those senior level day rate opportunities increase again. Many projects that have been placed on hold will require specialists with extensive experience to come on board when they are eventually signed off, and this will open the door to interim specialists.
Q How are employers reacting to uncertain market conditions?
A Due to the current economic climate and subsequent budget restraints, employers are being far more cautious about who they offer roles to. This has meant that job descriptions have become more specific and interview processes are longer and more in depth.
Q Are you seeing growth again?
A We’ve definitely seen a growing number of digital and eCommerce roles, but overall the financial and professional services markets are remaining quite flat.
Q What are your top tips for organisations trying to attract the best talent?
A • Be open when reviewing candidates’ career background and experience and consider transferable skills.• Give a good impression when hiring, as people remember bad experiences and recruitment is a two way process; candidates have to buy into you as well as vice versa.
Q What are you finding are the main reasons candidates are looking for new opportunities?
A It’s primarily due to either redundancy, the end of contract or simply looking for a new challenge.
John is an experienced interim recruitment specialist
within the marketing industry. With over seven years’
interim specific experience, he now manages one of EMR’s
specialist interim and contracts teams, focusing on the
financial and professional services sectors. This team is
dedicated to supporting recruitment needs covering retail
banking, investment banking, investment management,
insurance and professional services. John continues to work
with businesses on the delivery of senior level interim and
contract marketing professionals and over the years has
placed within a number of the world’s leading companies.
WATCH JOHN’S INTERVIEW
John Capper
Manager, Corporate Team Temp & Contracts Division
+44 (0)207 850 6130
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TEMPORARY | FREELANCE | INTERIM
Get interview adviceGet CV tips
2%
17%
23%
19%
10%
13%
9%
1%
6%
Less than £20,000
£20,000-£29,000
£30,000-£39,000
£40,000-£49,000
£70,000-£89,000
£50,000-£59,000
£90,000-£129,000
£60,000-£69,000
£130,000+
WHAT IS YOUR CURRENT BASIC OR PRO RATA SALARY?
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IT’S ALL ABOUT THE MONEY, MONEY, MONEYOver the past few years, most marketers have experienced significant budget cuts within their roles. Gone are the days of push tactics in the vague hope that something fruitful will prosper; marketers now need to be far more analytical and financially focused to prove the return on investment for each and every activity.
Hiring is no different.
As hiring decisions have become more business critical over the past year and the repercussions of making poor decisions have become more visible,
the need to ‘get it right’ and hire the right candidate the first time around has become imperative.So how should a marketer market themselves when looking for that next role, and how can businesses spot a good candidate?
For both candidate and employer, it’s all showing the return on investment you can provide. For an employer, this is about showing candidates what they’ll be getting for their time investment over and above another potential employer. If they’re a quality candidate, chances are you won’t be the only business after them, so remember that you’re selling the business, culture and role just as much as they’re selling their expertise.
From a candidate’s perspective, this is about clearly demonstrating what skills, experience, knowledge and type
of organisation they’ll be buying into, and what they can expect as a result. It’s becoming increasingly important for marketers to have financial acumen and possess the skills to work within a budget that’s commercially aligned to the strategy of the organisation. The way you present your CV can clearly support or deny this; back up all key achievements with supporting figures and data wherever possible to justify your expected salary.
On top of this, consider your personal brand. Everyone now has an online identity, but research what yours looks like, how you present yourself to the wider market and how this may reflect on your career. Develop your personal brand by positioning yourself as an expert, contributing to market insight, being visible in your sector and growing both your professional and social networks.
PERMANENT | CONTRACT
Q What is the single biggest trend you’ve observed in the regions over the past 12 months?
A Probably companies’ fear to recruit and an increase in the length of the hiring process. Clients’ flexibility away from their perfect candidate has diminished and conversely, candidates are seeing fewer roles and therefore expanding their search. In addition, employed marketers are far more reluctant to take the plunge and move companies, especially to a different sector.
Q What is the biggest trend you expect to see over the next 12 months?
A We actually see the next 12 months remaining fairly similar to what we’re currently seeing. However, there may be an increase in businesses seeking an exclusive or retained approach to their hiring as top talent becomes harder to reach.
Q How are employers reacting to uncertain market conditions?
A Generally speaking, with caution. However, one of the most interesting shifts over the past year has been the number of employers looking to partner exclusively with one agency on an exclusive or retained basis in order to truly penetrate the market and get the top talent out there. Some roles can be very difficult to recruit for and a growing number of employers understand this, while it’s yet to resonate with others.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Bonuses have definitely dropped off and become what they originally were – a bonus. Salaries vary widely;
while employers in some industries have been offering reduced salaries, especially to candidates immediately available, in other cases we’ve witnessed up to 30% increases in order to attract top talent.
Q What roles have experienced a particular increase or decrease in the supply of candidates?
A All FMCG roles have a short supply of skilled candidates, which is a similar case for more junior level and digital roles. Generalist marketing management, senior level positions and some product roles still have a supply flow, but securing the best person for each opportunity requires a lengthier process than it once did.
Q What are your top tips for organisations in the regions trying to attract talent?
A • Spend some money on attraction in order to be noticed.• See opportunity in the individual candidate rather than their level and/or salary.• Develop a strong relationship with a consultant – tell them your issues or concerns and listen to their advice in return.
SALARIES IN THE REGIONS
AN INTERVIEW WITH THE LEEDS TEAM
+44 (0)113 203 1600
Midlands & North Marketing Network
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[...]• Engage properly with your candidates through the process. Remember it’s a big commitment for them too.
Q What are your tips for marketing professionals looking to take the next step in their career?
A • Be patient – sometimes the great roles are few and far between.• If you see a role you want, go the extra mile in the interview process. eg. visit a store, do research, take along examples of work, have opinions and make recommendations.• Getting onto the right ladder for the long run is more important than getting extra money in the short term.
Q What are you finding are the main reasons candidates are looking for new opportunities?
A A mixture of wanting a new challenge and a yearning for salary growth in what’s proven to be a flat market for some time now. Unfortunately, redundancy has also been a common factor over the past year.
Contact the Leeds team
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 100000 150000 500 1000
Head of 65000 85000 300 600
Senior Manager 50000 70000 250 500
Manager 45000 65000 200 300
Executive 25000 37000 150 200
Coordinator 20000 25000 100 125
Assistant 25000 30000 125 150
Graduate ? ? 100 125
AVERAGE SALARY FOR REGIONS (in £s)
57%0-10% of salary
31%10-20% of salary
7%20-30% of salary
3%30-40% of salary
2%>40% of salary
% OF ANNUAL BONUS RECEIVED BY SAMPLE
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REGIONS
There are a number of advantages for businesses to be headquartered in London, not least among them that the city traditionally attracts some of the most talented professionals from around the world.
For employees, the appeal of London Weighting combined with avoiding increasing fuel costs have further contributed to regional employers being required to pay a premium for top talent.
So what are your options if your business isn’t based in a major city? How do you find the top talent necessary to drive business growth forward in an increasingly competitive market?
Many regionally based businesses have found a lack of consistency from different hiring methods, finding it difficult to contend with London based competitors for the best marketers. In these cases, partnering with a
professional recruiter with specialist knowledge of your locations and industry can significantly improve your chances of finding the right fit by increasing your pipeline, strengthening your employer brand and reducing costs in the long-term.
Three steps are required for this to be successful:
1 Choose the right recruiter
Who you partner with can make or break that crucial next hire. Work with a reputable agency and a recruiter who can demonstrate in-depth knowledge of your sector, competitors, required skill set and business goals. Similarly, a thorough understanding of the types of candidates who would be suitable for the role and a track record of recruiting in similar locations is essential. While valuable, knowledge of the specific location is not necessarily critical, as they should also focus on uncovering passive candidates who may not be actively job hunting. It is however useful for the agency to have multiple offices and channels to access candidates who may consider relocation where required.
2 Partner with one recruiter
Unfortunately the old saying ‘don’t put all your eggs in one basket’ doesn’t apply in this case. It is far more beneficial to invest in one recruiter who you work with exclusively and can develop a lasting relationship with, than many recruiters who haven’t been given the time to fully understand your business goals or culture. Finding the right fit for your business can take time, but working exclusively with one good recruiter will actually provide better market coverage than releasing your brief to a number of agencies. If you’re still not convinced, try briefing the role to one recruiter on a one or two week exclusive basis, then widen to other agencies if you’re not satisfied with the results.
3 Provide all the necessary information
A craftsman is only as good as his tools, and finding top talent for your business is no different. A clear briefing with the hiring manager, thorough overview of the company culture and an understanding of the desired background and personality of the ideal applicant are essential to achieve
a positive result. A good recruiter is an extension of your internal hiring team and should be working to improve your employer brand by delivering a seamless and transparent process. The only way this can be achieved is if the recruiter understands your business thoroughly.
Similarly, provide as much information to the candidates you meet during the interview process. Remember that they need to buy into you and the business, so give them the full picture, be honest with what they can expect and ensure they have a good understanding of the opportunity and strategic direction of the organisation.
LOCATION, LOCATION
Submit a regional vacancy
Ian Jenkins
Consultant, Insurance
+44 (0)207 850 6139
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CO
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Q What is the biggest trend you’ve observed in your division over the past 12 months?
A There have been a number of key trends over the last 12 months within the Corporate Division. Looking specifically at the business and financial services industries, I think the shift towards growing market share through the use of digital channels has had the biggest influence on these sectors.
In B2C and also B2B to a lesser extent, optimising the online customer experience in order to increase the propensity to transact online is a widespread business objective. Within professional services there seem to be a significant number of firms who are now scaling up marketing and business development functions as the competitiveness amongst firms intensifies and recognition of the value marketing and business development increases.
The City markets are improving month on month but progress is slow; asset managers are still recruiting, but predominantly for replacement hires. There has been significant growth in financial information providers and trading platform based operators recruiting digital roles. We have also seen growth within our corporate and internal communications teams, as well as pockets of the investor relations space, namely the oil and gas and pharmaceutical sectors.
Q What is the biggest trend you expect to see in your division over the next 12 months?
A It’s inevitable that social media will lead the charge across both B2C and B2B markets as clients feel the need to ‘get involved’. I think the development of digital optimisation strategies will be taken to the next level in both marketing and communications channels.
Q How are employers reacting to uncertain market conditions?
A Replacement hires to protect the exisiting structures are going to continue while hires for growth will probably remain on the backburner for the time being. I predict that businesses will continue to be relatively risk averse for the time being and I don’t expect this to change until macro-economic conditions have improved.
Xavier originally joined EMR after seven years in the
industry with experience as both an agency and in-house
marketing professional, specialising in financial services.
As the Director of the EMR Corporate Division, Xavier
leads the City, financial services, business services and
professional services teams, whilst continuing his work on
senior level retained and executive search assignments.
Xavier is also contributing to the development and growth
of EMR’s Investor Relations and Communications Practice.
Xavier Martin
Director, Corporate Division
+44 (0)207 850 6163
WATCH XAVIER’S INTERVIEW
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SALARIES BY SECTOR | CORPORATE
[...]
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Salary inflation has flatlined over the past two years and it appears that only top performers are seeing any significant bonuses. With pockets of negative press in the retail banking sector it may be a challenging time for bonuses in the next 12 months.
Q Are you seeing growth again?
A Corporate communications and internal communications both have big roles to play in an ever changing corporate landscape, so this presents a big growth area for 2013 and beyond. Insurance is a sector that is going through a rebuilding phase and marketing centric organisations will lead the charge in this development. From a skill set perspective, digital will continue to grow and become increasingly specialist and particular high demand skills will include usability, conversion, eCommerce and analytics.
Q Have there been any roles in particular where you have noticed an increase or decrease in the supply of candidates?
A There has been an increasing supply of talent in the digital marketing space and a decrease in the number of traditional offline and integrated marketing talent. Typically hard to find skill sets remain those focused on data and analytics as well as the more specialist digital areas such as isolated SEO/PPC and customer experience. Within the City markets, high calibre RFP writers and investment communications managers are continually hard to find.
Q What are your top tips for organisations trying to attract the best talent?
A • Be clear about the accountabilities and expectations of the successful candidate.• Show clear career progression opportunities within the role and the business.• Keep the process fluid, as top talent will move quickly.
Q What are your top tips for marketing professionals looking to take the next step in their career?
A • Network – engage with your industry and professional connections
as much as possible, and be a visible contributor.• Become a thought leader – become a true expert in what you do, build your personal brand in this space and be accountable for something.• Move with the times – understand digital, engage with it and up skill if need be.
Q What are you finding is the main reason candidates are looking for new opportunities?
A It often comes down to the downward pressure of budgets and the restrained ability to drive change. After so many years operating in these challenging times, some people simply need to freshen up in a new organisation.
“From a skill set perspective, digital will continue to grow and become increasingly specialist and particular high demand skills will include usability, conversion, eCommerce and analytics.”
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Q What is the biggest trend you’ve observed in the B2B space over the past 12 months?
A Product innovation, specifically in construction materials. There has been a bigger shift to developing more sustainable and energy friendly products, as well as changing the focus from core products to including additional services to form a total solution. This has been particularly prominent with hardware manufacturers.
Q What is the biggest trend you expect to see over the next 12 months?
A More and more companies are creating new service lines and product offerings that provide them with continual and incremental revenue streams. This has been more prevalent with companies that have a core product offering with a long lifecycle. They’re beginning to explore additional services they can offer to complement their products and generate longer term revenue streams, so are looking for marketers who can effectively communicate and drive these forward.
Q How are employers reacting to uncertain market conditions?
A Similarly to most other sectors, but increased risk aversion has meant there is a bigger focus on sourcing people with exact experience of a certain product area and a proven track record of delivery in the sales and ROI sense.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Salary increases in most areas have been in line with the market shift (5-10%) but people need to clearly show a track record of innovation, taking products to market and overall delivery. Those candidates are able to demand a bigger jump; we have seen some Product Managers receive a 10-15% increase, especially in mid to senior level roles.
BU
SIN
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S
SE
RV
ICE
S &
B2B
“Clients are focusing on hiring talent that can ‘hit
the ground running’ more than ever.”
Jonathan developed his understanding of marketing through
four years as an industry side professional before moving into
specialist marketing recruitment with EMR over five years
ago. He now leads the Business Services team within EMR’s
Corporate Division, with consultants covering B2B (both
products and services), financial services, insurance and
utilities. Individually, Jonathan specialises in retained searches
for senior level marketing professionals within these industries.
Jonathan Fisher
Managing Consultant, Business Services & B2B
+44 (0)207 850 6131
WATCH JONATHAN’S INTERVIEW
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BUSINESS SERVICES & B2B
[...]
Q What skill sets are most in demand within your sector right now?
A Mainly Product Managers and Market Analysts.
Q Do you expect this to continue?
A Yes. As there will be a continued push in the area of new product and service development, these are two critical roles to facilitate growth in these areas.
Q Have there been any roles in particular where you have noticed an increase or decrease in the supply of candidates?
A Given the increase in demand for Product Managers, particularly those with proven track records in a particular product area, at times the demand has been greater than the supply for these people. This can be further exacerbated by the reality that a lot of people don’t always want to stay in that product or market area.
Q What are your tips for organisations trying to attract the best talent?
A Be flexible on sector and product experience. As mentioned, a lot of people will remove themselves from looking for a job in the same product area or sector. If you entertain the idea of taking someone from a related area and focus on a track record of innovation, you will only enhance the likelihood of getting someone who is not just bringing in new ideas, but someone who is motivated to learn and drive forward something that is brand new to them.
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 80,000 120,000 600 1000
Head of 50,000 80,000 500 800
Senior Manager 50,000 60,000 300 500
Manager 35,000 50,000 200 300
Executive 25,000 35,000 150 200
Coordinator 21,000 27,000 100 150
Assistant 22,000 27,000 100 150
Graduate 18,000 22,000 NA NA
AVERAGE SALARY FOR BUSINESS SERVICES & B2B (in £s)
48%0-10% of salary
29%10-20% of salary
18%20-30% of salary
4%30-40% of salary
1%>40% of salary
% OF ANNUAL BONUS RECEIVED BY SAMPLE
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Q What is the biggest trend you’ve observed in the energy and utilities sector over the past 12 months?
A There’s been a significant focus, particularly within the utility sector, on businesses becoming much more customer centric. They’re looking at how they can better engage on a one-to-one basis to ensure they are delivering the right products, services and offers at the right times. This is related to both B2C and B2B customers and has resulted in a big push in strengthening areas such as customer insight, analytics, research and customer experience.
Q What’s the biggest trend you expect to see over the next 12 months?
A Looking forward we expect to see a continued push towards businesses looking at the individual end user as opposed to groups or customer segments. As a result, there’ll be more growth and emphasis on new innovations, services and products in order to match growing customer demand. For example, energy and utility companies pursuing new offerings and products linked to energy and cost efficiency.
Q How are employers reacting to uncertain market conditions?
A The biggest impact we are seeing is a slow down in the time taken to hire and make the decision to bring someone into the business, rather than less hiring itself. Whilst hires across the board have increased on last year, we are still seeing people being brought back for third and sometimes fourth stage interviews and more involvement from internal stakeholders outside the marketing team. Whilst this can have a positive effect, especially when gaining
more buy-in from the job seeker, employers do run the risk of losing out to businesses that move quicker and combine stages together.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Candidates in most areas have seen a steady 10% increase in base salary when moving into a new role. However, as with many other industries, candidates in eCommerce (in particular digital customer experience, online acquisition and digital analytic managers at a mid-senior level) are experiencing closer to 15-20%. This is further supported by their ability to quickly deliver value and return on investment.
EN
ER
GY
&
UT
ILIT
IES Jonathan Fisher
Managing Consultant, Energy & Utilities
+44 (0)207 850 6131
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 90,000 140,000 600 1000
Head of 60,000 90,000 400 600
Senior Manager 55,000 65,000 300 400
Manager 40,000 60,000 200 300
Executive 30,000 40,000 150 200
Coordinator 25,000 35,000 100 150
Assistant 25,000 30,000 100 150
Graduate 21,000 25,000 NA NA
AVERAGE SALARY FOR ENERGY & UTILITIES (in £s)
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ENERGY & UTILITIES
[...]
Q What skill sets are most in demand within energy and utilities right now?
A The highest volume of roles we are currently seeing from our energy and utility clients include research managers, customer insight managers; and data, insight and marketing analysts. For a while now companies have been really pushing forward how they interact with their customers and ensuring they get to the bottom of what solutions their customers want, and these roles can hugely impact this.
Q Do you expect this to continue?
A We expect this to continue given companies are still at early stages with these initiatives. Once they are up and running, the demand will shift to roles that are still analytical and insight based in nature, but are more linked to developing innovative and creative solutions to meet demands. We also expect there to be a bigger push for experts in the mobile and tablet space to compete with offerings such as ‘My Home’ by British Gas.
Q Have there been any roles in particular where you have noticed an increase or decrease in the supply of candidates?
A We have seen a slight increase in supply of digital product managers and mobile related candidates as it appears a lot of these skills are being trained in-house, as an extension or part of a role. These individuals have then made the step across into a pure digital or mobile product marketing or manager role, which of course are areas facing increased demand. The same can be said for pure social media specialists who have been doing it as part of a bigger role previously and, through their passion and interest, have managed to gain enough skills to make the full time switch into this area.
Skill shortages are still apparent in eCommerce, especially paid search specialists and managers, but the biggest area currently is within insight, marketing and data analysis. This is because whilst there are a greater number of analysts out there, there
is an increased need to marry up data and analysis teams with wider marketing functions.
Q What are your tips for organisations trying to attract top talent?
A • Don’t draw out your interview process unnecessarily. It’s important to be thorough and job seekers appreciate this, but if a number of stakeholders need to be involved, try to combine multiple stages to streamline the process. The market is now more competitive and talent
% OF ANNUAL BONUS RECEIVED BY SAMPLE
38%0-10% of salary
50%10-20% of salary
12%20-30% of salary
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[...]
will be lost to more recruitment savvy employers. • Do as much as you can to promote your employer brand. While it remains a desirable destination, the energy and utility sector tends to be in the public eye, often in a negative light. Ensure you have a robust pack of recruitment information to get the best people brought in to you as an employer of choice.• Be flexible. Think where your best talent will be based geographically and how you can position yourself to attract these people. A number of organisations in and out of the
energy and utility sector do offer a flexible working policy and things such as 1-2 days a week remote working go a long way to get the top talent engaged.
Q What are your tips for marketing professionals looking to take the next step in their career?
A • Be flexible. This relates mainly to location, with a number of the energy and utility businesses being slightly further afield. If you can find a way for it to work for you and can explore that role slightly outside of your commuting comfort zone, you may be pleasantly rewarded.• Invest in growing your soft skills. A number of businesses in the sector have made a significant effort to closely align multiple areas of marketing, as well as aligning marketing with other functions. This means employers are looking for individuals with strong stakeholder, relationship and project management skills who can influence and work across a number of functions.• Get involved in the data. One of the biggest trends for the sector is the focus on information and how
it influences marketing decisions. Working closely with data and insight teams and finding ways to get more hands on in this area will only help.
Q What are you finding are the main reasons candidates in energy and utilities are looking for new opportunities?
A Career progression is still the number one reason and has been more prevalent this year. A lot of job seekers scaled back their job search and rode out the past couple of years, given a less favourable job market and a lack of new roles. This year has seen a number of the big players coming back to recruit, including the big six utility providers and mid-tier providers with more specialist offerings.
This has given candidates more confidence to come out and make that next step up, having felt stagnant in their current roles. The growing influence of social media and focus on innovations has created opportunities for people to move into new and exciting areas they may not have access to at present.
“Skill shortages are still apparent in
eCommerce, especially paid search specialists and managers, but the
biggest area currently is within insight, marketing
and data analysis.
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Q What is the biggest trend you’ve observed in retail financial services over the past 12 months?
A Both financial services retailers and insurance companies have continued to hire significantly in the eCommerce and aggregator space as they see even greater percentages of business coming through this channel. This has pushed salaries for this skill set higher and aided greater movement of candidates between industry verticals. We’re seeing a lot of candidates with these skills coming from outside the usual sectors.Q What is the biggest trend you expect to see in your sector over the next 12 months?
A I expect eCommerce and the wider digital marketing arena to continue to grow steadily as banks move away from in-branch and telephone banking to focus on digital communication. They will seek to develop closer relationships through online platforms which will hold all aspects of a customer’s financial portfolio. This is the same for the insurance space; if marketers can create a better picture of how their customers behave or interact with their products, it will be easier to target them with additional services.
The more products the customer has with them on one portal, the higher the retention and expected lifetime value.
On this note, I expect retention to feature heavily as companies continue to react to restricted budgets. From a Commercial Lines perspective I expect marketing teams to grow as companies reflect on stronger underwriting results than previous years and look to increase market share.
Q How are employers reacting to uncertain market conditions?
A Employment has been steady over the last two years but predominantly through restructures and natural churn as opposed to growth. Whilst they are still hiring, they are much more cautious in making decisions and candidates can expect multiple interviews and a complex signoff process before offers are forthcoming. Depending on the profitability of the market over the next six months I would expect this to continue. There has
also been a focus on retention and propositions roles, reflecting their close ties to profitability.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
Banks have typically seen a thaw on pay freezes implemented over the financial crisis and a move toward stronger bonus performance.
FIN
AN
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, BA
NK
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&
INS
UR
AN
CE
Jonathan Fisher
Managing Consultant, Banking & Insurance
+44 (0)207 850 6131
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 90,000 150,000 600 1000
Head of 65,000 90,000 450 600
Senior Manager 50,000 70,000 300 500
Manager 45,000 65,000 250 350
Executive 25,000 37,000 150 200
Coordinator 20,000 25,000 100 125
Assistant 25,000 30,000 125 150
Graduate 21,000 25,000 100 125
AVERAGE SALARY FOR FINANCE, BANKING & INSURANCE (in £s)
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FINANCE, BANKING & INSURANCE
The value of eCommerce roles has seen candidates commanding a 15-20% increase in base salary when moving and this can be expected to continue as demand once again outstrips supply.
Q Are you seeing growth again?
A On the insurance side, there’s been steady if unremarkable growth in marketing employment since 2010. Overall, digital marketing and eCommerce are definitely the major areas of growth, which are being used to drive down acquisition costs by going direct. Brand is also becoming more important as companies seek to create direct relationships with their customers and prove their added value.
Q Have there been any roles in particular where you have noticed an increase or decrease in the supply of candidates?
A With eCommerce being a relatively new skill set within Financial Services and Insurance in particular, many professionals are being sourced from other sectors for these roles. The more niche skill set of Aggregator
Management continues to be candidate poor, especially between the Executive (£35,000) and Manager (£55,000 to £60,000) levels.
Q What are your tips for organisations trying to attract top talent?
A • Flexible working continues to be highly desirable, especially for locations outside London.• Creating a feel of exclusivity around the role by dealing with a smaller number of specialist agencies can be helpful.• Internal career opportunities rank very highly and the best candidates in the market want to make sure their employer will invest in their continued development.
Q What are your tips for marketing professionals looking to take the next step in their career?
A • Be flexible when considering location, as the best company for your career isn’t necessarily the closest.• Make sure you have your social media up to date!
• Have a photo on LinkedIn - people buy people.• Focus on ROI and delivery versus target.
Q What are you finding is the main reason candidates are looking for new opportunities?
A A perceived lack of progression is a key reason for moving on, especially where salaries have been pressurised over the last few years. Setting out upstream opportunities and reviewing salaries prior to a candidate resigning is key; it’s all about communication. When hiring, look at the likely career path for this individual. Would you be satisfied with this plan for the next 18 to 24 months?
Q Finally, what changes do you expect to see over the next 12 months?
A I expect it to be fundamentally business as usual, with some consolidation on the Personal Lines side. I would also expect increased spend on branding and other less ROI-centric marketing channels.
[...]
39%0-10% of salary
33%10-20% of salary
14%20-30% of salary
6%30-40% of salary
6%40-50% of salary
2%>50% of salary
% OF ANNUAL BONUS RECEIVED BY SAMPLE
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PR
OFE
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S Q What is the biggest trend you’ve observed in professional service marketing over the past 12 months?
A We’ve witnessed the continued increase in demand for business development, client relationship management and bid/sales support professionals, over and above the more marketing communications, campaign and brand awareness positions.
The internal reputation of marketing and BD personnel within professional firms has certainly improved. One could argue the recession has actually been quite positive by highlighting the ROI and commercial value that marketing and BD can offer to overall business performance, so much so that the function is now seen as critical for growth in revenue and market share.
However, many firms remain reluctant to recruit from outside the classic partnership environment. Combined with the fact that several candidates actively leave the sector in the first few years following a recession, this has resulted in a significant shortfall in experienced talent within this area.
This has created a candidate led market, where a select few highly experienced BD candidates will often receive multiple offers for competing roles with several firms, as well as a counter offer from their current employer.
Q What is the biggest trend you expect to see over the next 12 months?
A I’m expecting further investment in new technologies resulting in a greater focus on social media and digital marketing channels.
As a previous Head of Marketing and Business
Development at a specialist management consultancy
firm and CIM qualified, Joe has a genuine insight into
the challenges and requirements of our varied client and
candidate base.
Now leading EMR’s Professional Services team, he brings a
diverse range of experience and expert industry knowledge
to the legal, accountancy, management consultancy and
real estate sectors. In particular, Joe specialises in senior
level marketing, business development and bid positions
within the legal sector by providing a highly consultative
service to clients and candidates alike.
Joe Faulkner
Senior Consultant, Professional Services
+44 (0)207 850 6138
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“I still don't believe that firms fully appreciate the role that marketing/BD and other 'support' services play within the day-to-day running of an organisation, especially in professional services.”
PROFESSIONAL SERVICES
[...]
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There have been early examples of proven ROI success in the use of social media and firms are now open to exploring this channel as an essential method of gaining client insight.
Q How are employers reacting to uncertain market conditions?
A Whilst the demand for BD and marketing professionals has arguably never been higher, many firms understandably remain very cost sensitive and risk averse. As a result, there is a focus on hiring at the more
junior to mid-level end of the market. Staff turnover at the senior end of the scale is slow, although there is a large market of strong senior candidates who are relatively passively watching the marketplace.
From a risk perspective, as mentioned before many firms remain reluctant to recruit from outside the classic partnership environment and we have also seen many examples of clients
failing to secure the best talent due to long drawn out and arguably excessive interview processes.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Salary bandings and grades have remained largely consistent with the previous year, with annual increases in line with the market (5-10%). As mentioned, BD and CRM skill sets are in highest demand. Due to the shortage of talent in these areas, these positions are able to command salaries at the very top of grade boundaries.
The marketing and communications arena is less active and so salaries have remained relatively unchanged, with few exceptions. We have seen clients face difficulties recruiting digital, PR, and social media professionals, resulting in slight salary premiums for these areas.
Q What are your tips for organisations trying to attract top talent?
A • The competition is rife amongst firms to secure the best talent, so address market perceptions of your employer brand. Investing in the latest
“There are an increasing number of senior marketers in the asset management space working as consultants or contractors. It’s very hard to find senior marketing roles in the sector given industry consolidation and the focus on cost controls. Marketing in asset management is still seen as a luxury with a few notable and successful exceptions.”
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 80,000 150,000 500 1000
Head of 70,000 100,000 400 500
Senior Manager 60,000 85,000 250 400
Manager 40,000 65,000 200 300
Executive 28,000 40,000 125 150
Coordinator 25,000 32,000 125 150
Assistant 22,000 26,000 100 125
Graduate 18000 22000 NA NA
AVERAGE SALARY FOR PROFESSIONAL SERVICES (in £s)
PROFESSIONAL SERVICES
[...]
64%0-10% of salary
21%10-20% of salary
9%20-30% of salary
2%30-40% of salary
2%40-50% of salary
2%>50% of salary
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recruitment marketing tools (e.g. microsites, multimedia and interactive employer brochures) are fantastic, but often more important are well written job descriptions and remembering that interviews are very much a two-way process. Make sure you allow time in interviews to discuss the candidate’s perceptions of you as an employer and how they might differ from other interviews they are attending. At no other time will you have more of an opportunity to influence and also gain market insight.
• We see many examples of clients failing to secure the best talent due to drawn out and poorly executed interview processes. Ensure you have a clearly defined process at the outset to allow for timely feedback and a smooth interview process. If you know partners
will be involved at the latter stages, try to engage with them earlier on to confirm availability.
• Be flexible on sector experience. As part of the selection process, explore the merits of taking someone from a related but different field who possesses the right competencies and skills to transfer into your industry. They will complement your existing team and bring new ideas and opportunity for innovation.
Q What is your number one tip for marketing professionals looking to take the next step in their career?
A Don’t get left behind. Ensure you remain up to date with the latest marketing trends and technologies, particularly digital marketing and social media.
% OF ANNUAL BONUS RECEIVED BY SAMPLE
“Despite models changing in professional services from a communications to BD focus on the whole, many firms do not appreciate that this function opens doors that would ultimately remain closed without us. Cost cutting and redundancies only make our roles more difficult to be able to provide effective support and thus harm rather than help the firm’s bottom line.”
PROFESSIONAL SERVICES
Despite the continuing dire UK financial and employment situation, many specialist recruiters have seen a heightened demand for the strongest talent.
Nowhere, it seems, is this hunt for talent more pronounced than in the Professional Services marketing and business development arena, where the strongest candidates often receive multiple interviews and offers.
There are a number of factors driving this demand. Firstly, more Professional Services firms are placing increased value on marketing and BD as critical functions for growth in revenue and market share. As a result, many firms are actively seeking the best staff to achieve this core objective. Secondly, recent restructuring programmes
amongst many firms have seen numerous seasoned Professional Services candidates leave the sector for good in favour of more secure environments, placing strains on the availability of experienced talent. Thirdly, compounding this, many firms remain reluctant to recruit from outside the classic partnership environment. And finally, there is no doubt that the skillset required for strong BD and marketing staff in Professional Services is an unusual one due to partner liaison skills required, the complex matrix structures of many firms and the sophisticated nature of services offered.
As a result, an increasing number of firms are struggling to identify and successfully recruit strong marketing and BD talent, with roles often taking inordinately long times to fill. In this article I want to explore three areas – within your control – that could dramatically improve your recruitment.
‘Faulkner’s Three Ps’, I like to call them: Positioning, Processes and Partnerships.
POSITIONING
• What do people think of your firm as an employer?
• What might prospective candidates think of you in relation to your competition?
• What are the USPs that you can offer potential employees?
Employer positioning is critical in attracting quality staff, and is something that you can have an impact on. So it is worth thinking about these three questions, and how your firm is positioned as an employer in candidates’ eyes.
This is easily explored through simple research. For example, when you interview, you might ask candidates about their perceptions of your firm,
whether they know any of your staff, their experience arranging interviews and so on. Furthermore you can ask them about other businesses they have interviewed with and how they feel you differ – such questions are a great source of insight for you. Similarly, ask your existing staff how they felt about your employer brand during and after interview. Armed with these insights, think about how you can influence or improve perceptions. Many top Professional Services firms have dedicated recruitment microsites, brochures, video or social media channels designed to engage and attract potential candidates. What do you have in place and how effective is it? You don’t have to be grandiose: think how much value candidates would take from receiving a single page of well written information prior to interview. This could be a set of insights into the firm’s work,
HOW DO YOU PERFORM IN THE RECRUITMENT PROCESS?
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Joe Faulkner
Senior Consultant, Professional Services
+44 (0)207 850 6138
some detail about their interviewers or an overview of your hiring process; the point is that you have a great opportunity to show how much you value your potential employees.To support these efforts, ensure you choose a recruitment partner that can offer you value-added services designed to support and enhance your employer brand. This could be anything as complex as a bespoke marketing campaign incorporating branded e-shots, microsites and videos to something as simple as branding your advertised role.
PROCESSES
Too many Professional Services firms are guilty of losing top candidates through poorly executed recruitment processes. Most often these are centred around protracted interview schedules, unclear job specifications, sluggish candidate feedback or poorly managed offer stages. Again, when you hire, you can have great influence over this. I would suggest your recruitment process should include:
• A clear, succinct and accurate job spec, providing detail on your firm, the team, the reason for the role, reporting lines and what makes it stand out. • Face to face briefing with any
recruitment agencies you use. • Pre-defined interview stages and, ideally, timeframes for first / second / third stage interviews. • Prompt and comprehensive feedback to all candidates you have met. Timely feedback can have a huge impact on candidates’ perceptions of your firm, regardless of whether they get the job or not. • Early discussions around salary and package expectations, notice period and other interviews candidates are considering to ensure you understand their situation. • An opportunity – post-offer – for your preferred candidate to meet again with your firm, ideally in a more relaxed setting, to discuss openly any concerns they have and to ask questions that were not covered in the interviews.
A well defined and implemented process can vastly differentiate your firm from rivals and maximise your chances of securing the best talent, while also marking you and your firm out as professional, decisive and fair.
PARTNERSHIPS
Given the challenging nature of Professional Services recruitment briefs, using specialist recruiters can
add a huge amount of value in helping you attract the very best talent. Again, it is important that you are partnering with them in the best way to ensure they are working well with you. The following points may help:
Go for quality, not quantity.
Using dozens of different agencies may seem the easiest way to cover the marketplace, but in fact it often leads to a less rigorous and less successful hiring process. Using many agencies can promote an initial rush as agents all clamour to speak to the same active candidates – often not taking time to consider how appropriate they are for your role, or to properly brief them. Generally these agents will then each send you a large number of irrelevant CVs hoping to outdo their competitors through playing a numbers game. Of course, more agencies sending more CVs of a lower quality simply creates work for you.
Instead go for depth of relationship.
Using just one or two specialist, reputable recruiters and working with them to identify the best potential candidates will carry great benefits for
your recruitment. The more time you put into helping a recruiter to fill your vacancy, the more they will help you.
Face to face briefings are a key part of this.
You should help your recruiters to really understand the nuances of your firm and your role, the demands on candidates and the type of person it will suit. If you are releasing your job specs via email and rarely speaking to your recruitment agents, can you really expect them to do their best possible work for you?
A recruiter who has a great relationship with you will share their experiences and views with their candidates and really work hard to identify the best person for your role.
Recruitment in this challenging market will never be plain sailing, and there is always the threat of the dreaded counter offer looming over any hiring process, but that’s a whole other article for another day. I hope that these simple pointers may offer some support to your future recruitment and encourage you to think a little differently about how you hire.
[...]
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Q What is the biggest trend you’ve observed over the past 12 months?
A The way that brands communicate with consumers has changed more radically in the past five years than in the 50 that preceded it. Modern day consumer marketers must be able to talk to the masses whilst being aware that it is increasingly the one to one conversation that can determine the success (or spectacular failure!) of a campaign. As well as being able to utilise a multi-channel approach, a fully rounded marketer must appreciate that customers are not segments, but individuals who have the power to like or dislike at will.
Q What is the biggest trend you expect to see over the next 12 months?
A The increased pressure on online channels will mean a continued rise in the number of roles that can positively affect conversion. EMR continue to deepen our speciality in digital recruitment and we expect skills such as web analytics, online conversion, multi-channel analytics and UX to be mainstream requirements throughout 2013.
Q How are employers reacting to uncertain market conditions?
A This alters from sector to sector as some clients have seen a positive uplift in market opportunity, be it through
fewer new market entries or greater requirements for new products or services. HR departments have spent the last five years streamlining the sign-off and recruitment process, so most of the briefs we now receive
Charlie is the Director of EMR’s Consumer Division,
where he leads sector specialist recruiters to develop
long-term partnerships with consumer brands
and marketing agencies. Charlie began his career
in marketing and has built up vast experience in
working with clients to both understand their talent
management objectives and to deliver against hiring
plans. Charlie personally works on Executive Search
and project hiring requirements and has developed
an impressive network of UK consumer Marketing
Directors and CMOs.
Charlie Fey
Associate Director, Consumer Division
+44 (0)207 850 6122
WATCH CHARLIE’S INTERVIEW
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SALARIES BY SECTOR | CONSUMER
are well thought out and considered high priority as opposed to hiring for the sake of hiring.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Candidates who can show strong online conversion ability are seeing the highest wage hikes at present. We are seeing a new breed of statistics and maths graduates entering the marketing profession, where salaries in year two or three are comparable to their legal and accounting counterparts. Most marketing teams have become leaner, so if you want to hunt the bonuses you can’t be afraid to speak the language of a sales head.
Q Have there been any roles in particular where you have noticed an increase or decrease in the supply of candidates?
A There has been a rise in analytically focused roles, be that analysing opportunities within a category or market or within a campaigns team.
There has also been a significant rise in the number of multichannel roles where candidates will have visibility across all sales channels and be charged with ensuring either brand consistency or an uplift in sales revenue. If marketers have no responsibility for online marketing or for the online sales channel, they need to raise their hand internally now in fear of being overlooked for future opportunities.
Q What are your top tips for organisations trying to attract talent?
A • Make sure your employer branding takes as high priority as your external marketing initiatives – every business needs to make themselves aspirational. • Make the recruitment process simple and transparent from the word go. Also, offering cost effective ‘treats’ to candidates interviewing at your offices can make a big first impression of the employer brand.• Offer high – there is no substitute for putting your money where your mouth is!
Q What are your top tips for marketing professionals looking to take the next step in their career?
A • Develop your digital analytics skills as much as possible.• Raise your personal brand through blogs, online forums, social media etc. Everyone now has an online footprint and even junior marketers have a PR platform now.• Become a specialist while still being aware of the bigger picture.
Q What are you finding is the main reason candidates are looking for new opportunities?
A Candidates want to market consumer brands where there is genuine investment and focus on growth. Too many companies have failed to adopt new technologies and systems so it is no surprise that their marketers are hearing about new innovation and fear that they may be left behind unless they move.
[...]
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SALARIES BY SECTOR | CONSUMER
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AC
EU
TIC
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EA
LTH
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 100,000 180,000 500 1000
Head of 65,000 100,000 300 500
Senior Manager 60,000 80,000 300 400
Manager 55,000 70,000 200 300
Executive 22,000 26,000 125 175
Coordinator 20,000 24,000 100 150
Assistant 22,000 26,000 100 125
Graduate 18,000 22,000 NA NA
AVERAGE SALARY FOR PHARMACEUTICALS & HEALTH (in £s)
% OF ANNUAL BONUS RECEIVED BY SAMPLE
50%0-10% of salary
35%10-20% of salary
12%20-30% of salary
3%>30% of salary
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 60,000 100,000 400 1000
Head of 50,000 60,000 300 500
Senior Manager 45,000 55,000 250 400
Manager 30,000 35,000 200 250
Executive 20,000 25,000 125 150
Coordinator 18,000 20,000 100 130
Assistant 18,000 20,000 100 125
Graduate 18,000 20,000 NA NA
AVERAGE SALARY FOR CREATIVE & AGENCY (in £s)
% OF ANNUAL BONUS RECEIVED BY SAMPLE
60%0-10% of salary
37%10-20% of salary
3%>20% of salary
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CREATIVE & AGENCY PHARMACEUTICALS & HEALTH
Q What is the biggest trend you’ve observed over the past 12 months?
A We have seen a significant increase in opportunities coming from the SME market. Whilst most blue-chips have been focusing more on replacement recruitment due to natural attrition, many SMEs have been in a seemingly more nimble position to invest in headcount growth to support their next phase of business growth.
Q What is the biggest trend you expect to see over the next 12 months?
A Whilst niche digital opportunities have increased across technology, telecommunication, consumer durables and FMCG, I expect to see this increase continue over the coming 12 months. For example, many businesses are still trying to work out exactly how they can commercialise the use of social media, and as this continues to develop I would expect to see further investment from both blue-chip and SME organisations.
Q How are employers reacting to uncertain market conditions?
A There is still an air of uncertainty which has resulted in risk adversity from most businesses. Clients are focusing on hiring talent that can ‘hit the ground running’ more than ever, and as a result they’re narrowing their search to within their industry rather than looking wider.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Both salaries and bonuses have remained relatively stagnant at the mid-management level across many of the broader marketing and product positions. Those with a more specialist skill set, such as web analysts, social media and eCommerce professionals, have benefited from inflated salaries due to increased demand.
At the senior end of the market, salaries have remained much the
same. We have noticed an increase in bonuses on offer, particular at Director level, with employers putting more emphasis on ROI within the marketing discipline. From an SME perspective, employers are including extras such as business equity as part of packages to compensate for not being able to compete with the basic salaries of larger blue-chip organisations.
IT &
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“Clients are focusing on hiring talent that can ‘hit the ground running’
more than ever.”
Annabel leads one of EMR’s divisional
teams, focusing on the technology,
telecommunications, consumer durables and
FMCG markets.
Annabel possesses expert knowledge and an
unrivalled network. Specialising in senior level
Executive Search, she continues to work with
some of the world’s leading brands and fast
growing SMEs.
Annabel Thurston
Managing Consultant, Technology | FMCGIT & Telecommunications Consumer Durables
+44 (0)207 850 6113
WATCH ANNABEL’S INTERVIEW
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IT & TELECOMMUNICATIONS FMCG | CONSUMER DURABLES
[...]
Q Are you seeing growth again?
A The demand for digital professionals has continued to increase across all industry verticals, with companies now restructuring the marketing function to ensure this is a key focus. I expect this to continue to grow and evolve over the next year.
From a broader marketing perspective, the need for commercially minded marketers, particularly at the senior end of the market, has very much increased. As marketing continues to become a more recognised and
business critical function that’s represented more frequently at board level, organisations have higher expectations on the ROI delivered. Marketers with analytical skills and commercial experience in this regard will fair well.
Q Have there been any skills in particular where you have noticed a short supply of candidates?
A There remains a shortage of talent within the web analytics function. Historically many organisations have outsourced this discipline to agencies. However, in the past 12-18 months we have seen an increase in the demand for this function to sit in-house. The number of candidates with a pure focus on web analytics and how this can translate to user experience is limited and therefore demand remains much higher than supply.
Q What are your tips for organisations trying to attract top talent?
A • Use the right methodology and channels to unearth the right talent. • Try to be open to other industry verticals that have synergies with your own in order to broaden and increase the amount of talent available. This is
particularly the case if you’re searching for a very specific skill set. • Be prepared to ‘sell’ the opportunity and your organisation. Regardless of any market condition, human capital remains a priority to all organisations and therefore bringing and retaining top talent is critical. With a shortage of candidates with certain skill sets and demand increasing, it is imperative that clients are prepared to invest time and energy in answering candidate questions and talking through not only the opportunity in question but future development within the organisation.
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 90,000 120,000 600 1000
Head of 70,000 90,000 400 600
Senior Manager 50,000 70,000 300 400
Manager 40,000 60,000 200 300
Executive 28,000 35,000 125 200
Coordinator 20,000 25,000 100 150
Assistant 22,000 28,000 100 125
Graduate 22,000 26,000 NA NA
AVERAGE SALARY FOR IT & TELECOMS (in £s)
31%0-10% of salary
40%10-20% of salary
18%20-30% of salary
7%30-40% of salary
2%40-50% of salary
2%>50% of salary
% OF ANNUAL BONUS RECEIVED BY SAMPLE
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[...]
Q What are your tips for marketing professionals looking to take the next step in their career?
A • Truly identify your value proposition or USPs as a candidate then target companies you believe require that proposition. • Be open to looking at a range of business sizes. Sometimes the best opportunities are with an SME rather than a blue-chip and vice versa.• Patience is required in order to gain your perfect role, so be proactive but patient.
• Ensure that both your CV and interview responses directly correlate to ROI. The need for more commercial examples has increased significantly and candidates who cannot demonstrate the impact they have made with their work in a monetary sense will struggle.
Q What are you finding is the main reason candidates are looking for new opportunities?
A A lot of candidates have remained within their current organisation for
the last three to five years and are now looking for new challenges. Unfortunately, loyalty to a company does not tend to pay, so people are now ready to take a step up in both responsibility and salary. At the senior end of the market, many candidates are now looking to hold a more autonomous role in which they have ownership over a broader remit and report directly to board level. This has led to candidates coming from a traditionally blue-chip background now focusing on securing their next role within a medium-sized business.
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 100,000 140,000 400 1000
Head of 70,000 90,000 300 500
Senior Manager 60,000 70,000 250 400
Manager 50,000 70,000 200 275
Executive 22,000 26,000 125 200
Coordinator 20,000 24,000 100 150
Assistant 22,000 26,000 100 125
Graduate 18,000 22,000 NA NA
AVERAGE SALARY FOR CONSUMER DURABLES (in £s)
% OF ANNUAL BONUS RECEIVED BY SAMPLE
45%0-10% of salary
36%10-20% of salary
13%20-30% of salary
2%30-40% of salary
4%>40% of salary
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IT & TELECOMMUNICATIONS FMCG | CONSUMER DURABLES
[...]
Q Finally, what changes do you expect to see over the next 12 months?
A I expect the technology sector to continue going from strength to strength over the next 12 months, particularly for SMEs. Within consumer durables, I anticipate a stronger
emphasis on digital recruitment as many businesses are trying to strengthen their direct sales as well as maintaining their indirect channel. Within FMCG, the continued need for category analyst roles and truly international experience will no doubt continue to increase.
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 120,000 180,000 400 1000
Head of 65,000 110,000 300 500
Senior Manager 60,000 80,000 250 400
Manager 55,000 70,000 200 275
Executive 22,000 26,000 125 200
Coordinator 20,000 24,000 100 150
Assistant 22,000 26,000 100 125
Graduate 18,000 22,000 NA NA
AVERAGE SALARY FOR FMCG (in £s)
“I think FMCG teaches you very valuable marketing skills but often
I feel I do more project management than marketing. I would consider changing sectors to re-balance
this situation.”
% OF ANNUAL BONUS RECEIVED BY SAMPLE
46%0-10% of salary
46%10-20% of salary
8%>20% of salary
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IT & TELECOMMUNICATIONS FMCG | CONSUMER DURABLES
Does the UK actually have the potential to become the next leading hub of technology innovation?
The area around the Old Street roundabout in east London, aptly named the Silicon Roundabout or Tech City, is home to a growing number of both large and small digital, media and software leaders. There are now more than 500 digital companies in the area that continues to experience unprecedented growth, including the likes of Google, Amazon,
Intel and Cisco, as well as smaller fast growing start-ups. However, it’s unclear whether the aim is to eventually compete with Silicon Valley as a nucleus for the world’s leading technology companies, or simply become the European extension of it.
If we look a little closer, there are three key ingredients which make Silicon Valley what it is today; links to education, investment and entrepreneurial confidence. Unfortunately east London appears to lack these (not to mention the sunshine and warm climate).
Given that the British government has pledged £400 million in funding for the area, investment is evidently available. However, this is concentrated on developing the area itself rather than providing financial backing and private investment for the companies who will call it home. The US are arguably more proficient in providing
funding of this kind, which may be the reason why such a high number of the businesses based in Tech City began their life on the other side of the pond.
Similarly, think of successful tech CEOs and chances are they're not British; Zuckerberg, Bezos, Jobs, Palmisano, Cook, Ballmer and Parker to name a few. Historically, Americans have always been higher risk takers and more aggressive in driving businesses forward than the British. While this of course is not the be all and end all, it will be interesting to see how British leaders drive these businesses forward in the years to come in comparison to their American counterparts.
On the talent front, the Tech City Investment Organisation is dedicated to driving investment to the area and in turn attracting marketing professionals to lead their growth. Kevin Eyres, Tech City Talent Champion and former UK & Ireland MD of LinkedIn is quoted on the Tech City website saying, “One of our main priorities in Tech City is to attract and develop the best talent.”
We’ve found them to excel in this area, with many marketers finding a position at these companies more engaging, challenging and creative than other opportunities. These companies are generally product and marketing led, and as such understand the vital role marketing plays in driving business growth. Supplemented by the high number of creative organisations in the area, including design agencies, architects, photographers, PR firms and art galleries, the days of stereotypically dated software companies are dying and a new type is emerging.
You can find them near the Silicon Roundabout.
James Scholfield
Senior Consultant, Technology & Telecommunications Consumer Durables
+44 (0)207 850 6140
OLD STREET VS SILICON VALLEY
There are three key ingredients which
make Silicon Valley what it is today;
links to education, investment and entrepreneurial
confidence.
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EL Q What is the biggest trend you’ve
observed over the past 12 months?
A The last 12 months have seen a few key trends across the sectors we cover. There has been a real drive within the online area resulting in the growth of more niche and technical roles. We have worked with more and more businesses looking for specialists across web analytics and the user experience, as well as commercially focused online acquisition specialists. This is true for all sectors my team covers, but has been more prominent in the retail and eCommerce space. Another key trend we have noticed is a genuine appetite from third sector clients to source marketers from the commercial sector - particularly for individual giving - where charities are looking to take best practice from data heavy sectors such as financial services and telecommunications.
Q What is the biggest trend you expect to see over the next 12 months?
A It goes without saying that the demand for digital marketers and those with specialist digital marketing skills will continue to grow and will filter
into some of the other sectors. At the moment the more specialist skills are most in demand in those that have a direct customer acquisition and sales model, but this is slowly spreading
across to other areas. Another growth area will be social media and more importantly how businesses leverage this from a commercial and CRM perspective.
Aaron leads one of EMR’s Consumer Division
teams, focusing on the education, charity,
retail, media, entertainment, leisure and travel
industries. Specialising in commercially focused
eCommerce and digital roles at the Manager
to Director level, Aaron’s knowledge within this
space is second to none.
Aaron Walker
Managing Consultant, Education | Not for Profit Retail | Leisure & Travel Media & Entertainment
+44 (0)207 850 6125
WATCH AARON’S INTERVIEW
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EDUCATION | NOT FOR PROFIT | RETAIL MEDIA & ENTERTAINMENT | LEISURE & TRAVEL
Q How are employers reacting to uncertain market conditions?
A The current market makes it extremely difficult for any business to plan much further than 12 months out and this brings a number of challenges. There is more caution from clients when hiring and they generally look to minimise their risk when they decide to recruit, such as only recruiting marketers within their sector because they’re perceived to be ‘less risky’. This can of course be true, however
it’s important to remember that marketers from other industries can bring new ideas and experiences that competitors may not have. Another by-product of the market is a longer decision making process; many businesses have increased the number of interview stages in another effort to lower the risk of hiring the wrong person, however this can be extremely frustrating for candidates.
Q Have there been any significant changes in salaries and bonuses over the past 12 months?
A Salary increases have been quite varied across industries and disciplines. As a general rule of thumb, we are seeing around a 10% increase when candidates move to new employers. Having said that, specialist and digital roles have been offering larger increases due to the short supply of skilled professionals. For example, there have been instances of senior web analytics and insight professionals experiencing increases of up to 30%. It all comes down to basic economic theory of supply versus demand and if there isn’t the pool of candidates, then employers will pay over the odds.
Q What skill sets are most in demand right now?
A Definitely specialist digital roles, such as PPC, web analytics, SEO, user experience, online acquisition and social media. We have experienced a growing demand for these skills and I don’t see that tapering off any time soon.
Q What are your tips for organisations trying to attract top talent?
A • Take a 360 approach and align yourself with one or two specialist recruiters within the discipline requirements of your sector.
[...]
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 60,000 80,000 400 600
Head of 45,000 60,000 300 400
Senior Manager 40,000 50,000 225 300
Manager 30,000 40,000 200 225
Executive 25,000 30,000 125 150
Coordinator 22,000 25,000 100 125
Assistant 20,000 22,000 100 120
Graduate 20,000 22,000 NA NA
AVERAGE SALARY FOR EDUCATION (in £s)
% OF ANNUAL BONUS RECEIVED BY SAMPLE
56%0-10% of salary
22%10-20% of salary
11%20-30% of salary
11%30-40% of salary
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[...]• Always remember it’s a two-way process, so be aware of your employer value proposition and sell that to candidates. • Listen to what people are saying in the market. Too many companies
assume that everyone wants to work for them and they are the best place to work, but what are people saying outside of your organisation?• Have clear career paths, training and development for people. This is generally valued higher than remuneration these days.
Q What are your tips for marketing professionals looking to take the next step in their career?
A • Get as much digital experience as possible. You don’t need to be a specialist but to get to the top you’ll need to understand digital in the wider context of marketing and have some hands on experience.• Get yourself a mentor. Network within your company and industry and find yourself someone who has delivered in their career. Be upfront and ask for their guidance. Most people are only too willing to pass on their experience.• Be open to exploring ideas. You might have a picture in your head of your dream role but sometimes the best career move is the one you didn’t
expect.
Q What are you finding are the main reasons candidates are looking for new opportunities?
A The reasons candidates are looking have remained pretty constant. A key motivator is still salary and remuneration. A number of people have stayed with their employers through the recession and because of that, they have not seen the incremental rises offered when you move.
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 70,000 120,000 400 800
Head of 50,000 70,000 300 500
Senior Manager 40,000 55,000 250 400
Manager 32,000 45,000 200 275
Executive 22,000 26,000 125 150
Coordinator 20,000 24,000 100 130
Assistant 20,000 24,000 100 120
Graduate 18,000 22,000 NA NA
AVERAGE SALARY FOR NOT FOR PROFIT (in £s)
“Working in the not for profit sector is interesting; nobody is in it for the money, but the discrepancies that exist between organisations are huge. When moving into my new role I ended up taking a salary cut of around £10k, and it would be great if these gaps in the sector were less cavernous.”
% OF ANNUAL BONUS RECEIVED BY SAMPLE
87%0-10% of salary
7%10-20% of salary
6%20-30% of salary
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Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 80,000 120,000 500 1000
Head of 50,000 80,000 400 500
Senior Manager 50,000 60,000 250 400
Manager 35,000 50,000 200 275
Executive 25,000 35,000 125 150
Coordinator 21,000 27,000 100 130
Assistant 22,000 27,000 100 125
Graduate 18,000 22,000 NA NA
AVERAGE SALARY FOR RETAIL (in £s)
% OF ANNUAL BONUS RECEIVED BY SAMPLE
[...]There are always candidates looking for better work/life balance and we have seen people moving to four or even three day weeks, but generally people appreciate that we are in a tough economic market and that means working harder and often for longer.
Q Finally, what changes do you expect to see over the next 12 months?
A This is always hard to predict but as a general rule of thumb, I think you will see more people coming into marketing from more analytical backgrounds. At a junior level, we are seeing people
who did maths or statistics related degrees moving into marketing as the nature of the profession becomes more analytical. I think salaries for in demand skill sets will rise as the fight for talent continues. Most businesses now see marketing as a business driver rather than a cost centre and as such they want talent that can deliver.
53%0-10% of salary
25%10-20% of salary
18%20-30% of salary
2%30-40% of salary
2%40-50% of salary
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Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 80,000 120,000 500 1000
Head of 60,000 80,000 300 500
Senior Manager 50,000 65,000 250 400
Manager 35,000 45,000 200 275
Executive 22,000 25,000 125 150
Coordinator 18,000 24,000 100 130
Assistant 18,000 24,000 100 120
Graduate 18,000 20,000 NA NA
Permanent (annual) Temporary (daily)
Job Title Min Max Min Max
Director 60,000 100,000 500 800
Head of 60,000 90,000 300 500
Senior Manager 50,000 70,000 250 400
Manager 35,000 55,000 200 250
Executive 22,000 27,000 125 150
Coordinator 20,000 24,000 100 130
Assistant 20,000 24,000 100 120
Graduate 18,000 20,000 NA NA
AVERAGE SALARY FOR MEDIA & ENTERTAINMENT (in £s)
AVERAGE SALARY FOR LEISURE & TRAVEL (in £s)
% OF ANNUAL BONUS RECEIVED BY SAMPLE
% OF ANNUAL BONUS RECEIVED BY SAMPLE
52%0-10% of salary
33%10-20% of salary
9%20-30% of salary
2%30-40% of salary
2%40-50% of salary
2%>50% of salary
59%0-10% of salary
22%10-20% of salary
15%20-30% of salary
4%30-40% of salary
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EDUCATION | NOT FOR PROFIT | RETAIL MEDIA & ENTERTAINMENT | LEISURE & TRAVEL
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About EMR
Acknowledgements & Disclaimer
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EMR is a leading international marketing, communications and digital recruitment specialist, with offices in Leeds, London, Moscow, São Paulo and Singapore.
With over 18 years’ experience, we are passionate about delivering the highest service levels in the industry through a tailored approach for both clients and candidates. With a dedicated team of experienced consultants operating across all vertical markets, we are the recruitment partner of choice to many of the world’s leading brands.
We abide by rigorous client and candidate charters; these demanding minimum standards ensure our service remains the best in the industry and that we’re viewed as trusted advisors.
In short, we keep our promises and continue to successfully deliver.
As part of FiveTen Group, one of the fastest growing groups of specialist recruitment consultancies in the world, we are able to provide the local expertise and knowledge you need while being supported by a global group.
For more information about what EMR can do for you, please visit our website.
emr.co.uk
@EMRrecruitment
Marketing & Communications Forum
ABOUT US
This research was carried out by means of an electronic questionnaire and supplemented with data and market information that EMR has access to. The results are provided as generic market information only. EMR does not make any warranties regarding the use, validity, accuracy or reliability of the results and information obtained. EMR will not be liable for any damages of any kind arising out of or relating to use of this information.
DISCLAIMER
Thank you to everyone who took the time to complete this year’s survey; we hope you do the same again next year and encourage your peers to contribute as well. We hope that you found the information and results produced useful and welcome any suggestions for our next issue to: [email protected]
If you require more comprehensive salary benchmarking tailored to your business and hiring needs or perhaps would like to discuss your own career, please do get in touch.
ACKNOWLEDGEMENTS
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CONTACT US
322 High HolbornWC1V 7PB London
+44 (0)20 7850 6200
emr.co.uk
@EMRrecruitment
Marketing & Communications Forum
