2018 MARKET REPORT - EMR Marketing Recruitment€¦ · CAM Squared MBA Online Diploma Degree Postgraduate Masters Men are more than twice as likely to have studied an MBA as women

20

18 M

AR

KE

T R

EP

OR

T

[email protected]

+44 (0)207 850 6200

www.emr.co.uk

@EMRrecruitment

EMR LinkedIn

101 Respondent Profile

102 Current Market104 Digital Skills &

Experience06 Future Market &

Expectations

About Us

We’ve always believed that marketers have the power to shape the future of businesses and that many of today’s marketers will be the future CEOs, MDs and entrepreneurs of the digital age. Our goal is simple, to bring together the industry’s most talented and innovative professionals with marketing teams and businesses across all major sectors.

AcknowledgementsWe’d like to take this opportunity to thank everyone who kindly completed this year’s survey. To help us continue providing the most comprehensive trend report we hope you will continue to support us next year. We also hope that you found the information and results produced useful and welcome any suggestions for our next issue to: [email protected]

DisclaimerThis 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.

EMR is a specialist marketing recruitment agency. We cover everything from core marketing through to digital, communications and investor relations. We’ve evolved along with the industry since 1994 and have helped tens of thousands of marketers with their careers in that time.

Contents

Gender 5

Age 5

BAME 5

Experience 5

Sector 6

Qualifications 7

Employment 8

Position 8

Time in role 8

Specialisms 9

In-house 11

Agency 12

Social Media 13

Article: Achieve more with less 15

Introduction 19

Size of Company 20

Headcount 20

Working Hours 21

Flexible Working 22

Job Security & Satisfaction 23

Career Drivers 24

Benefits 25

Searching for a New Role 27

Article: The Importance of 29 Flexible Working

Salaries 33

Day Rates 36

Bonuses 39

Permanent/ 39

Fixed Term Contract

Freelance/Temporary/Interim 39

All Bonuses 40

Article: The Gender Divide 43 in Marketing

Introduction 49

Digital Training 50

Digital Skills 51

Built Environment 55

Business Services & B2B 57

Charity, Education & 59 Membership Bodies

Communications 61

Digital 63

Financial Services 67

Fintech 69

Insurance 71

Investment Management 73

Investor Relations 75

Professional Services 77

Publishing 79

Retail, Leisure & Travel 81

Technology 83

Senior Appointments 85

Contract & Interim 87

Introduction 91

Brexit 92

Market & Economic Outlook 95

Marketing’s Future 97

103 Salaries & Bonuses

105 Sector Insights

2

We expect 2018 to continue along a similar path, offering both challenges and opportunities. Companies will strive to utilise their investment into digital, realise and action real insight from their customer data and investigate what opportunity new technological developments offer to marketers.

I would like to take this opportunity to thank you for your continued support and hope you find the information within this report valuable. Should you have any suggestions for future editions or comments you would like to make please email:[email protected]

Serrol Osman Managing Director

+44 20 7850 6157

[email protected]

uk.linkedin.com/in/serrolosman

It gives me great pleasure to introduce you to the latest edition of our annual Market Report. Taking in the views of professionals across the UK, our survey provides an in-depth and comprehensive overview of the marketing, digital and communications industries.

Over 1,500 respondents completed the survey this year, providing insight into salaries, bonuses, career drivers, digital skill-sets, flexible working, Brexit and more. Our internal experts also provide a detailed review of 2017 across all core sectors and take a look at 2018 and the opportunities and challenges which lie ahead.

2017, although dubbed the ‘year of uncertainty’ by many, in the end struck some, but not all, and overall we witnessed little change in the level of recruitment. The media, and our respondents, were pretty pessimistic going into 2017, but the doom and gloom never hit; the economy expanded and businesses continued to require talented marketers.

The demand for digital certainly shows no sign of abating, whilst the sector was hit by several scandals surrounding digital advertising, the UK still saw the net spend on digital budgets increase by 17%.

Introduction

3

RespondentProfile

4

Gender 5

Age 5

BAME 5

Experience 5

Sector 6

Qualifications 7

Employment 8

Position 8

Time in role 8

Specialisms 9

In-house 11

Agency 12

Social Media 13


5

Gender BAMEThis year, for the first time, we asked respondents whether they identify as black, Asian and minority ethnic

Age Experience

38%male respondents

62%female respondents

Yes No

Lessthan

1 year

1-3years

4-6years

7-10years

11-15years

16-20years

21+years

4%

11%

20%22%

17%

14%12%

14% 86%

5

Gender BAMEThis year, for the first time, we asked respondents whether they identify as black, Asian and minority ethnic

Age Experience

38%

62%

male respondents

female respondents

Yes No

Under 20

Lessthan

1 year

1-3years

4-6years

7-10years

11-15years

16-20years

21+years

30-39

50-59

20-29

40-49

60+

4%

11%

20%22%

17%

14%12%

14% 86%

24%0%

42%

8% 1%

25%

6

Sector

Financial Services

Technology & Telecoms

Business Services & B2B

Media & Entertainment

Professional Services

Other

Retail

Consultancies

FMCG & Consumer Services

Charity & Not-For-Profit

Leisure, Travel & Sport

Education

Engineering & Manufacturing

Events & Hospitality

Property & Construction

Health & Wellbeing

Publishing

Membership bodies

Public Sector

Transportation & Logistics

Utilities & Energy

Resp

on

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ts Pro

file

15%

10%

9%

8%

8%

6%

5%

4%

3%

1%

3%

1%

2%

6%

5%

4%

3%

1%

3%

1%

2%

7

CIM IDM CIPR

Qualifications

CAM MBASquared Online

PostgraduateDiploma Degree Masters

Men are more than twice as likely to have studied an MBA as women

3% YOY

2% 3% 2% 3%

20%18%

75%

14%

20%

5%

The more experienced marketers

are, the higher the likelihood they have

studied a marketing or digital qualification,

which proves the importance of training and development in an ever evolving industry

8

4% YOY in marketers who have

been in their roles less than 3 years. Many marketers

move roles every 2-3 years

Employment Time in Role

Position

How are you currently employed? How long have you been in your current role?

Where do you predominantly work?

90%

10%

81%

18%

Permanent or Fixed Term Contract

In-House

Freelance, Temporary or Interim

Agency

Less than 2 months

2-3 months

3-6 months

6-9 months

9-12 months

1-2 years

3-5 years

2-3 years

5-10 years

10+ years

7%

5%

10%

10%

15%

12%

8%

2%

24%

9%

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9

Specialisms

Marketing Communications

General Marketing

Strategy

Brand

Campaign

Content Marketing

Digital Communications

Social Media

Advertising

Direct Marketing

CRM / Relationship

eCRM / Email

Events / Hospitality

Business Development

Channel Marketing

PR & Media Relations

Acquisition / Retention

Corporate & External Communications

Analytics & Data

SEO / PPC

40%

37%

36%

33%

33%

32%

32%

30%

26%

23%

18%

19%

19%

18%

17%

19%

18%

17%

16%

15% YOY % change

3

2

3

3

2

4

1

2

1

1

1

1

5

2

3

3

3

Which best describes your specialism?

10

YOY % change

Product Management / Proposition Management

Market Research

Internal & Change Communications

Consumer Insight

Display Advertising

eCommerce

Mobile / Video

Media Planning

Marketing Automation

Partnership

Trade Marketing

Affiliate Marketing

Digital Asset Management

Investor Relations

Bids / Pursuits

NPD

Category

Corporate Access

UX / UI / IA / User Experience

Performance / Optimisation

13%

12%

11%

11%

11%

10%

9%

9%

8%

8%

7%

5%

4%

8%

7%

5%

4%

3%

1%

6%

1

1

1

1

2

2

1

1

1

1

1

NEW

2

2

2

4

YOY 4% increase in corporate/external communications

and 3% rise in PR.

YOY 5% decrease in advertising and 4% decrease in display

advertising. 2017 was a year of uncertainty and tighter

marketing budgets.

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True to what we’re seeing in all our

sectors, marketing automation is a increasingly important for

today’s marketer

11

In-house

Men dominate senior positions. There are double the number of male CMO’s and Directors

compared to female. Read more on the gender divide on page 43.

Assistant / Coordinator /

Officer

Graduate

Consultant / Freelancer

Analyst

CMO

Director

Head of

Senior Manager

Assistant Manager

Senior Executive

Executive

Manager

2%

1%

0%

12% of Directors have

an MBA

55% of CMO’s have a marketing

or digital qualification

2%

2%

6%

8%

3%

12%

18%

15%

30%

Which of the following best describes your position?

12

Agency

Assistant

Graduate

Other

Director

Head of

Senior Manager

Assistant Manager

Senior Executive

Executive

Manager

2%

3% of Directors have a CAM

qualification, more than any

other group

24% of Directors have a marketing

or digital qualification; compared to

38% of in-house Directors

Respondents identifying as BAME are more likely to be in

senior positions in agencies than in-house departments.

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on

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24%

6%

5%

7%

3%

Consultant

Strategist 3%

4%

10%

17%

16%

3%

Which of the following best describes your position?

13

Social MediaOn which social media channel/s are you an active contributor? (meaning you check / update your business account at least once a week)

Agencies are more likely to move away from traditional social platforms:> 12% more in-house

marketers use Twitter

> Agency marketers twice as likely to use Slack

> In-house marketers twice as likely to use YouTube

Facebook 4% YOY Is usage being replace by new platforms Snapchat

5% and Slack 4%62%

46%45%

30%23%

15%

7%

5%5%

Don’t contribute

1%

1%

0%

0%

1%

4%

4%

3

3

5

4

1

1

4

1

2

2

3

1

1

1

1

14

For what reason/s does your company use social media channels?

To assist with employee engagement / internal communications

To manage customer service queries

To assist with search engine optimisation

To drive sales / conversion

To drive new business

To raise our employer brand/careers profile

To engage with clients

To increase website traffic

To engage with customers / consumers

To raise brand identity 84%

75%

54%

48%

42%

38%

33%

29%

23%

21%

1

1

4

3

2

2

1

No change YOY in

prioritisation of social media

objectives

In-house marketers are

twice as likely to use social media

to drive new business

99% of retail marketers use social media

to engage with customers

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15

Could your marketers achieve more with less?

Marketing leaders are often faced with a seemingly intractable problem: their CEO demands that they achieve more, while their CFO expects them to spend less. The business environment has become increasingly complex and uncertain. As a result, marketers are required more than ever before to justify all expenditure and maximise the business advantage created by each activity.

To be effective in today’s environment, a team needs to be purposeful, creative and collaborative. A strong purpose allows the team to mobilise around a shared focus. Creativity is essential for marketers to develop value-creating ideas that punch above their budget. And in a rapidly changing environment, marketers need to collaborate effectively to make the fullest possible use of the range of skills across the team and beyond to solve business challenges.

As a marketing leader, how do you develop your team’s talent to deliver the best possible results in today’s business environment? And are your learning and development programmes also helping you to attract and retain top talent?

At Pimp My Cause we understand the dilemmas faced by marketing leaders. Pimp My Cause was created by marketers who believe that marketers and good causes have a lot to learn from each other. The pro bono marketing opportunities that we’ve created support over 2,000 good causes and have generated over £18 million of social value for the beneficiaries of the causes. At the same time we have supported marketers in becoming masters of marketing efficiency and effectiveness by exposing them to some of the toughest marketing problems in the country.

This has led us to create our ‘Challenge’ talent development programmes. In our programmes, corporate teams stretch their skills by tackling the marketing challenges of charities and social enterprises, which have smaller budgets or in some cases no budget at all.

When marketers work to solve big challenges that are very different to their day jobs, it allows them to develop a greater confidence in their own abilities and those of their colleagues. When supporting a cause partner they are required to use creativity to get results, rather than high budgets. By supporting the work of good causes they find deeper inspiration and a new appreciation of how their skills can contribute to society.

The Nectar partnerships team at Aimia, for example, was tasked with creating loyalty engagement plans for five causes including Sky Badger, which provides support for families with disabled children.

Laurence Stock, Director of Nectar partnerships, said, ‘We created the Loyalty for Good Challenge at a time when we were reinventing how Nectar works and needed the team to develop their entrepreneurial skills. It enabled us to mix up teams and break down any silos we may have had and also created a flat structure so that everybody on the team had the opportunity to lead.’

And it achieved breakthrough results for Sky Badger as well. Their work with the Nectar team led to a 570% increase in schools participating in their awards programme, which helps to reduce the bullying of disabled children.

Sony Mobile has run two Challenges with Pimp My Cause. Catherine Cherry, the Marketing Director of Sony Mobile, North West Europe, said, ‘Getting the chance to work with good causes has been a great inspiration for our marketers.

16

And applying their marketing skills in a new context has been a useful way to further develop the talent we have in our team’.

After participating in a Challenge, marketers from the Sony team reported that they enjoyed working on more strategic marketing and business briefs then they were usually faced with in their day job. They also gained a new appreciation for their own budgets after experiencing what charities have to accomplish with so little resource.

Paul Skinner, Founder of Pimp My Cause, said ‘Investing in your team’s talent development and achieving a positive social impact through a cause partner is a great way to attract and retain the best talent.’

In addition to running team challenges, we also support individual marketers who are interested in stretching their skills by working with good causes. With over 2,000 good causes in our network, we pride ourselves on finding the right cause match for any individual or team to fit their learning goals and their interests.

Challenging yourself or your team to become great at marketing on a shoestring could be the best investment you’ll ever make.

Pimp My Cause has partnered with EMR to support the development of marketers’ careers by providing volunteering and team talent development opportunities. Marketers interested in getting involved can find out more by emailing [email protected].

Anna Mullenneaux Chief Matchmaker, Pimp My Cause

Pimp My Cause offers cause related marketing Challenges that enhance the marketing capabilities of individual marketers and marketing teams and supports over 2,000 charities and social enterprises with access to pro bono marketing in the process.

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Current Market

02

18

Introduction 19

Size of Company 20

Headcount 20

Working Hours 21

Flexible Working 22


Career Drivers 24

Benefits 25



19

Introduction

2017; not so uncertain afterallOverall we saw little movement in how secure marketers felt in their jobs in 2017 versus 2016; 60% of marketers feel secure in their roles, which was surprisingly an increase of 2% compared to 2015 and pre-Brexit. Amid all the scaremongering and economic uncertainty, marketers felt just as confident of changing roles as ever, and continue to focus on their own ambitions. This confidence has perhaps influenced job satisfaction levels; 7% of marketers were less satisfied in their roles in 2017 compared to 2016. So we certainly expect to see positive market movement well in to 2018.

When it comes to why marketers change roles, the top three reasons for leaving are unchanged YOY, with most leaving for a higher salary, a fresh challenge and enhanced career prospects. These are obvious drivers for change for anyone, however, their significance overall has fallen 7%. Moving due to internal restructures saw the biggest rise of 2%, which mirrors what we have seen in many departments, as organisations continually look at ways of making themselves as lean as possible.

Headcount remains stableOverall the industry remains very positive, with 77% of respondents expecting to increase headcount or remain flat over the next 12 months. The number of people who saw an increase in their team in 2017 did fall 5% from 38% in 2016, whilst the number whose teams decreased rose by 1%. This was contrary to the positivity that marketers felt moving from 2016 in to 2017, when 37% anticipated their team increasing.

Marketing as a function continues to prove its importance to the board and many organisations are investing in new technologies to drive more value, such as automation or analytics to better demonstrate ROI.

That investment means many companies are keeping marketing budgets, and therefore headcount, stable. 64% of our respondents saying their budget remained flat (see page 93).

The technology & telecoms, events & hospitality and property & construction sectors all saw above average headcount increases. Whilst publishing saw the largest decrease in headcount at 38%, followed by health & wellbeing and FMCG.

Are your benefits flexible?Most marketers consider minimum 25 days holiday, a quality company pension scheme and flexible working arrangements as vital when looking for a new role, and their significance has risen 7% YOY. Benefits can be the new battleground when it comes to candidate attraction and package negotiation, especially in this era of relatively flat salaries and record employment. Likewise, they play a key retention role too. When company pay rises typically just track inflation, offering your employees the pick of the benefits they find most valuable can really help secure that talent you invested so heavily in finding.

The key is knowing who your employees are and what they want, and then providing them with the means to manage their own benefits. For example, we found that men are more likely to accept a position with share schemes and a company car, whereas more women consider flexible working as vital. Read more on page 29 about the importance of flexible working.

20

Medium (50–249 employees)

Size of Company Headcount

Large (250+ employees)

Micro/small (1–50 employees)

21%

22%

33% 36%

40% 41%

6% UNSURE

14% UNSURE

21% 9%

57%

How many people are currently in your team?

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?

0-5 6-10 11-15 16-20 21-30 30+

1

1

2

1

3

52%

25%

10%5% 5%

3%

INCREASE INCREASEDECREASE DECREASE

NO CHANGE

NO CHANGE

Cu

rrent M

arket

21

Working HoursOn average how many hours a week do you work?

Less than 10 More than 6010-20 20-30 30-35 35-45 45-50 50-60

0% 1% 2% 5%

25%

9%2%

55%

1

2

2

1

1

2

4

1

32%

55%

13%

How has the number of hours you worked changed in the last 12 months?

INCREASE DECREASE

NO CHANGE

Slight trend towards working fewer hours. Only 11% work over 50 hours, down 3%

YOY and 2% more marketers worked

less hours on average YOY

Transport & Logistics

and Health & Wellbeing work the most hours

22

Flexible WorkingDo you work from home at least one day a week?

No

Yes No Not applicable

Yes

63%

34%

Does your employer allow you flexible working time to care for your children?

Read more about flexible working on page 29

A third of marketers

work flexibly; either to care for children

or work from home

67% of contractors work from

home at least once a week

Property & Construction is the worst sector for working parents

Cu

rrent M

arket

35%

15%

50%

23

Job Security & SatisfactionHow secure do you feel in your current job?

How satisfied are you with your current job?

15%

Somewhat insecure

Neutral

Somewhat secure

Very secure

Very insecure

8%

17%41%

19%

1

1

2

1

160% of

marketers feel secure in their roles, which is

flat YOY

Transportation & Logistics

marketers feel the most secure; 45% feel very secure

More marketers are happy in their

roles than not; 48% are satisfied compared to 26%

dissatisfied

27%Neutral

1

7%Very dissatisfiedVery

satisfied

11%

2

19%Dissatisfied

4

Satisfied

37%

24

Career DriversWhat were the closest reason/s you left your last position?

The top three reasons for leaving are unchanged

YOY

Publishing has the highest

proportion leaving for a higher salary

Education marketers are most stressed;

double the number leave for a better

work/life balance and three times as many leave because the job

is too stressful

Moved position in-house / internal promotion

Travelling

Better training

Improved bonus potential

Moved overseas

Relocation

Improved benefits package

Job too stressful

Job security

Internal restructure

Contract expired

Career change

Better location / easier commute

Redundancy

More responsibility

Better work / life balance

Enhanced career prospects

Higher salary

New challenge / more interesting work

Improved working environment / culture

Better known brand

34%

29%

27%

17%

16%

16%

13%

12%

12%

11%

8%

8%

7%

6%

7%

6%

5%

4%

4%

4%

3%

1

2

2

2

2

1

1

2

1

1

1

1

1

2

3

3

Cu

rrent M

arket

25

BenefitsWhich of the following benefits are so important to you that they would swing your decision on whether to accept a new role?

25 days holiday or more

Company pension scheme

Flexible hours (home

working / flexitime)

Smart phone / laptop / tablet

Annual bonus

schemeFunding towards training courses

Insurance (PMI /

death in service / life insurance)

Private healthcare / dentalcare

Flexible benefits

(choosing from a

range of options)

80%

70%66%

62%58%

47%44% 44%

41%

Most marketers demand minimum

25 days holiday, company pension

scheme and flexible working

arrangements

26

Travel benefits /

allowances

Share incentive

/ EMI scheme / option scheme

Gym membership

/ Leisure facilities

Sabbatical

Childcare arrangement / vouchers

Season ticket loan

Car / car allowance

Daily subsidy / free meals

Mortgage relief

Cycle to work scheme

32%

24%22% 22%

20%16% 15% 14%

9% 8%

35% also consider

provision of a device vital and

would not accept a role without it

The importance of flexible

benefits rose 2% YOY

The importance of a season ticket loan

jumped two places YOY

Cu

rrent M

arket

27

Searching for a New RoleHow long did it take for you to find your current position?

32%

39%

18%

4%3% 3%

1%

1-2 years

Over 2 years

1-3 months

4-6 months

7-9 months

10-12 months

Up to 1 month

2

3

1

Recruitment processes took longer

in 2017; 3% fewer marketers found a

position within one month, whilst those

taking 4-6 months to find their role rose 2%

42% of CMOs found their

role within 1-3 months

28

How did you find your current position?

Recruitment consultancy / Headhunter

Online advertising

Personal contact

Direct approach

Professional network

Internal promotion

Social network

Company website

Set up my own business / consultancy

Print advertising

Other

6

1

1

1

1

1

2

2

6% increase YOY in respondents

finding their role through

a recruitment consultancy

3% decrease in marketers using

their personal contacts or

professional networks

11% of Directors used their

professional network, more than any other

group

38%

17%

13%

9%

5%

5%

5%

3%

2%

1%

2%

Cu

rrent M

arket

29

The Importance of Flexible Working

Room for improvement in the industry Employers and marketing leaders need to grasp the seriousness of offering flexibility in their workplaces. Having been discussed for a few years now, 2017 felt like the year that its impact began to be felt and candidates truly made more demands to improve their work-life balance. Given its increasing importance, for the first time we asked marketers about their flexible working habits.

66% of our respondents said they would turn down a new role without flexible working or flexitime, which increased 2% year-on-year. Conversely, working from home isn’t the norm for marketers, with 63% still commuting to a desk every day.

And though it is comforting to see that 70% of those who care for children are afforded the adaptability they need, that still means 30% of employers don’t allow working parents’ flexible arrangements. This rises as high as 48% and 44% in property & construction and FMCG businesses. This is mirrored by the 30% of women who would turn down a new role if flexible working or flexitime wasn’t available. Employers are therefore reducing their talent pool by up to a third before even starting the hiring process by not offering flexible working.

A genuine attraction and retention techniqueIn 2017 we witnessed flexible working becoming a key tactic in negotiations. Seeking a better work-life balance was one of the reasons 16% of our candidates cited for leaving their last positon.

In most sectors this year we have spoken to employers who are focusing on employee benefits that improve work-life balance to enhance their employer value proposition (EVP), and flexible working is fundamental to this.

In some industries, such as financial services, we have seen flexibility to be one of the key differences between larger, more mature brands and the more agile, start-ups in sub-sectors such as fintech or proptech. As such, we have seen more part-time roles and home working options, for example, as companies recognise the need to retain and attract talent, especially working mothers.

The benefits of flexible working The official Government definition of flexible working states that, “flexible working is a way of working that suits an employee’s needs, e.g. having flexible start and finish times, or working from home.” It also stipulates that all employees, not just parents and carers, have a legal right to request flexible working of their employer.

Although it does tend to be older employees who have families that require flexible working, our research found that over half of marketers in their 20s consider flexible working or flexitime vital when considering a new role. Many younger workers expect to be able to adopt a more flexible approach to work as they’re used to being ‘always on’ digitally. But it has taken a while for organisations to catch up.

Research has shown that flexible working policies can improve staff engagement, motivation and therefore productivity. Employees know that they no longer have to be seen in the office at all times in order to be productive. An environment that lets them prove it will ultimately retain them for longer.

30

How to make flexible working work for youFrom an employer perspective, technology is an essential enabler for working flexibly. It could be one of the reasons why 62% of our respondents consider the provision of a device such as a smartphone, laptop or tablet essential when looking for a new job. Investigate ways you can encourage remote working if your company’s tech isn’t up to scratch. For example, do your employees need to access shared drives, or can you save documents in the cloud? Conference calls and webex’s can replace face-to-face meetings.

If flexible working is a particular feature at your company, then include it in your job specification. Benefits such as this included in the opening statement of a job advert are far more likely to attract a range of top talent for your consideration.

And for candidates, no matter why flexible working is important to you, remember that you have the right to request it at your current organisation. When looking for a new role, highlight it to your recruiter at the start. And similarly, remember that interviews are a two-way street. Take the opportunity to ask what flexible working arrangements are on offer elsewhere in the company.

Cu

rrent M

arket

20%30%

Most likely to turn down a job that doesn’t accommodate flexible working

Proportion of marketers who consider flexible working/flexitime as vital when considering a new role

62% consider the provision of a smartphone, laptop or tablet

essential

30-39 40-49 50-59 60+20-29

54%

68%76%

58% 54%

31

Salaries & Bonuses

03

32

Salaries 33

Day Rates 36

Bonuses 39

Permanent/ 39 Fixed Term Contract


All Bonuses 40


33

Salaries

What is your current basic or pro-rata salary?

Permanent / Fixed Term Contract

Less than £20,000

£20,000 - £29,000

£30,000 - £39,000

£40,000 - £49,000

£50,000 - £59,000

£60,000 - £69,000

£70,000 - £89,000

£90,000 - £129,000

£130,000 - £159,000

£160,000 - £200,000

More than £200,000

1%

12%

18%

19%

14%

10%

14%

9%

2%

1%

0%

1

4

1

2

2

2

5

1

1

Marketers are earning more. 9% increase in

marketers earning over £40,000. Those with

sought-after skills, such as digital and CRM,

continue to see better than average pay rises

when moving roles

Women are nearly twice as likely to earn

under £49,000 as men. See page 43 for more on the gender divide

34

Overall marketers are more satisfied than they were

in 2016

Overall marketers are more satisfied than they were

in 2016

Marketing executives are

most likley to be very

dissatisfied with their pay

Highest paid marketers, proportion of marketers who earn over £70,000


Financial Services

Leisure, Travel &

Sport

Consultancies

How satisfied are you with your current remuneration?

2

7%Very dissatisfiedVery

satisfied

5% 28%Dissatisfied

26%Neutral

3

Satisfied

34%

Salaries &

Bo

nu

ses

34%

40%

33% 33%

35

When was your last pay review?

Do you expect a salary increase in your current role in the next 12 months?

25%

34%

16%

25%

6 to 12 months ago

Over 12 months ago

Not applicable

Less than 6 months ago

Increase 0 - 5%

Increase 6 - 10%

Increase 11 - 20%

Increase more than 20%

Remain the same

Decrease

Agency workers were

more likely to receive a

pay decrease than in-house

marketers

Most marketers are confident of receiving a

salary increase in 2018

6% fewer marketers received a

pay increase YOY

What was the outcome of your last pay review?

6

6

52%

18%

1%

INCREASE DECREASE

NO CHANGE

29% NOT

APPLICABLE

48%

15%

6%

3%

27%

1%

36

17%

28%

29%

Women are most likely to earn

£150-£300 a day, whereas men are

most likely to earn £300-£500 a day. Read more on the gender divide on

page 43

4

3

2

1

7

1

1

2%

1%

0%

0%

1%

Day Rates

What is your current day rate?

Freelance, Temporary & Interim

Less than £150

£150 - £300

£300 - £500

£500 - £750

£750 - £1,000

£1,000 - £1,250

£1,250 - £1,500

£1,500 - £1,750

£1,750 - £2,000

More than £2,000

Salaries &

Bo

nu

ses

13%

35%

30%

13%

5%

37

How satisfied are you with your current day rate?

2

4%Very dissatisfied

2

Verysatisfied

4%

4

25%Dissatisfied

6

31%Neutral

6

Satisfied

36%

Contract marketers are less satisfied

YOY than their permanent/FTC

counterparts

6% fewer contractors

received pay reviews in the last 12 months

compared to the previous year

19%

11%

19%

51%

6 to 12 months ago

Over 12 months ago

Not applicable

Less than 6 months ago

When was your last pay review?

38

The largest change is an 11% decrease

in workers contracting

themselves as a sole trader

17%

47%

7%

8%

20%

PAYE

Sole TraderUmbrella Company

Other

Limited Company

PAYE

LTD.

SA

LA

RIE

S &

BO

NU

SE

S

6

1

2

2

1

1

1

11

3

2

Most marketers expect their day rate to remain the same, a 6% increase YOY

How are you currently paid?

Do you expect a day rate increase in your current role in the next 12 months?

Increase 0 - 5%

Increase 6 - 10%

Increase 11 - 20%

Increase more than 20%

Remain the same

Decrease

2%

12%

16%

7%

5%

57%

Salaries &

Bo

nu

ses

39

BonusesDid you receive a bonus in the most recent financial year?

Perm & Fixed Term Contract

Freelance, Temporary & Interim

49%

10%

51%

90%

Yes

Yes

No

No

2

2

2

2

Most marketers didn’t receive a bonus last year, with the chance

of receiving one slightly

dropping YOY

85% of charity

marketers didn’t receive

a bonus

40

Less than 10%

10–19%

20-29%

30-39%

40-49%

50-59%

60-69%

70-79%

80-89%

90-100%

More than 100%

Salaries &

Bo

nu

ses

All BonusesAs a percentage of your basic salary, what level was your last annual bonus?

How did this differ from the previous year’s bonus?

Most marketers continue to receive

a bonus of under 10% of their salary. Though 5% more

received a bonus of 20-39% than in 2016

More saw their bonus

increase YOY than decrease

4

1

1

2

1

1

1

49%

29%

13%

5%

1%

1%

0%

0%

0%

1%

1%

3

27%

INCREASE

16%

SIGNIFICANTLY INCREASED

27%

SIGNIFICANTLY DECREASED

13%

DECREASED

4

47%

REMAINED THE

SAME

41

How satisfied are you with your most recent bonus?

7%Highly

dissatisfied

1

21%Dissatisfied

2

27%Neutral

3

Satisfied

39%Highly

satisfied

6%

3% of marketers are more satisfied with their bonus YOY, which we would expect

given 3% saw their bonus increase

Men are twice as likely to

be extremely dissatisfied

or extremely satisfied

42

5

3

2

As a percentage of your basic salary, what do you expect your next annual bonus to be?

5

1

1

1

1

1

Marketers are more optimistic about their next

annual bonus; 10% more expect to

receive a bonus of 10-39% than they

did in 2016

Less than 10%

10–19%

20-29%

30-39%

40-49%

50-59%

60-69%

70-79%

80-89%

90-100%

More than 100%

42%

33%

16%

6%

1%

1%

0%

0%

1%

0%

0%

Salaries &

Bo

nu

ses

43

The Gender Divide in Marketing

Where are we at? It’s no secret that marketing is often seen to be a female-oriented industry. Attracting people with diverse interests, marketing is unique in that it encourages people to exercise both their creative and analytical skills to create marketing campaigns that catch the eye of the general public, and as such, this is an industry where many aspiring young businesswomen start their careers.

Unfortunately, the gender divide in marketing may be wider than first meets the eye, as the results of our survey paint a clearer picture of the reality of a life in marketing. Though 62% of our respondents were women, we found that, on the whole, those women made up the majority of junior roles, whilst the overwhelming majority of top positions, such as CMOs and Directors, were male. As a result, we can conclude that men also take home the top salaries and bonuses.

A global concernOur salary survey taps into a long tradition of research in this area, including Marketing Week’s salary survey which cites the average gender pay gap for full-time female workers as having been stuck at 14.1% for the past three years1. Indeed, the gender pay gap for women in their twenties is now actually five times larger than it was five years ago, pointing to a troubling trend that seems to persist despite the rising levels of females progressing in business. This raises cause for concern, especially as a recent study by McKinsey shows that companies with the most women on their board of directors consistently outperform those with no representation, with a 41% return on equity and by 56% in operating results2.

What women wantWhat’s behind this phenomenon, and what can we do to change it? Part of it could be due to traditional gender roles. Our survey shows that flexible working, flexible benefits and holiday days are all more important to women than to men when it comes to finding a new role, with 45% saying that flexible benefits were vital, as opposed to 34% of their male counterparts. Could this be because the majority of childcare often falls to mothers, and is this why men are prioritised for promotion over women?

Indeed, a third of employers still don’t allow flexibility around childcare, which makes pursuing a full-time career in a senior role much more difficult for women who are also expected to care for children. Paired with research by the New York Times which shows that the moment that the gender pay gap peaks most sharply is in a woman’s late twenties to mid-thirties3, which is the time that many women tend to have children, the results are self-evident. To address this, it’s vital that women take advantage of flexible working, and resist negotiating their salary in exchange for it. With the rise of flexible employee benefits packages across all sectors of business in the UK4, this challenge will hopefully be easier to surmount in the future.

1 Marketing Week Career and Salary Survey 2018

2 The Bottom Line: Corporate performance and women’s representation on boards, Catalyst 2007

3 The Gender Pay Gap Is Largely Because of Motherhood, The New York Times

4 UK Employees Benefit Watch 2016/2017, Thomsons Online Benefits

44

Salaries &

Bo

nu

ses

In house position Agency

Assistant / Coordinator /

Officer

Consultant / Freelancer

Analyst

Other

CMO

Director

Director

Head of

Head of

Senior Manager

Senior Manager

Assistant Manager

Senior Executive

Executive

Manager

Manager

3%1%

1%

2%

2%

3%

2%

1%

3%1%

Strategist3%

2%

Graduate2%2%

Graduate0%0%

17%9%

21%

5%

17%

10%

16%14%

31%

8%

27%

4%

35%17%

18%6%

16%

4%

17%

Senior Executive

Executive1%

3%

Assistant

0%4%

10%

8%

Assistant Manager

3%4%

Consultant 3%5%

6%

12%19%

Double the number of male

CMO’s and Directors

45

Getting aheadSo, what can women do to improve their pay and promotional chances? Our survey shows a strong link between the top roles and the levels of qualification and training possessed by high-ranking marketers. More senior professionals are more likely to have undertaken a digital marketing course in the last twelve months, with 50% of CMOs and 40% of in-house directors who responded having done so; they are also much more likely to have received mentoring, with 34% of senior managers and above having had help, as opposed to only 24% of managers and those ranked below.

Though men are more likely to have significant experience in many of the driving areas of marketing today, such as SEO, AI and Analytics, women have an opportunity to grow and develop here, too. Women prioritise their development in the workplace above men, so the digital revolution presents a real chance for women to take control of their career and educate themselves in areas that might benefit them more than traditional marketing staples like content creation.

Looking to the futureIt does seem that the market is finally starting to open up. Gender pay gap reporting legislation, requiring all employers to publish the average salaries of male and female employees, came into effect in 2017. Hot on its heels came the BBC pay scandal, which offers employers a lesson in what this kind of exposure can reap in terms of negative publicity. Women are also starting to come into their own, with organisations such as the 30% Club launching in 2010, with the aim of achieving a minimum of 30% women on all FTSE-100 Boards.

The current tally stands at 27.9%; a marked improvement on the original percentage of 12.5%.

Success, however, lies in giving women the tools to improve their chances of gaining a promotion, or a pay rise. By investing time in training and development, especially in driving industry areas, and encouraging them to ask for pay rises as a result of that training, more women can start to climb the ladder. For the women at the top, it’s a question of leading by example: Syl Saller, the Global CMO of Diageo5, is a great example of a woman who considers herself a role model for being ‘a parent who puts her family first while still managing a pretty big job’, and states that though her company is ‘known for valuing gender diversity […] we also value diversity in how people think. We want people to bring their best authentic selves to the workplace.’

Despite the figures, women are slowly taking control of their own careers. And of course, the more that get the promotions they deserve, and the more women that climb the ranks of the industry, the more self-perpetuating the system will become.

5 CMO Leadership Talk with Diageo’s Syl Saller, Forbes

46

Pay & bonuses

Permanent and fixed-term contract

Likelihood of earning under £49,000

Most common proportion of bonus received (compared to annual salary)

Contract and interimAverage basic day rate

Likelihood of earning over £70,000

Women

0-10%Women

WomenMen

10-19%Men

under £300 per day over £300 per day

Men

Salaries &

Bo

nu

ses

37%

20%19%

35%

57% 66%43%32%

55%

47

Digital Skills & Experience

04

48

Introduction 49

Digital Training 50

Digital Skills 51

49

Introduction

Digital training investment is vitalWe saw a 7% decrease in marketers who have undertaken digital training YOY. What’s interesting, is that it is the more senior marketers who are the most likely to have invested in training; with 50% of CMOs and 40% of in-house Directors having completed courses. This compares to just 34% of managers or below.

Although it is vital for marketing and digital leaders to stay on top of rapidly evolving trends, they risk deskilling their teams, as well as increasing staff attrition, if they don’t extend this training investment to all levels of their departments. 47% of our respondents see training course funding as a vital benefit.

Similarly, we saw a 7% decrease in those who expect their company to invest in digital training in the next 12 months and this answer was more likely to come from in-house marketers; 31% of which were sure their company won’t invest. 2017 was an uncertain market, with training budgets and time often the first to be cut from busy schedules and tighter budgets.

As more and more roles demand digital experience, it’s imperative that both employers and employees alike look to invest in training and development in 2018 and beyond. Whether that is internal or external training courses, mentoring schemes, project based work, or extracurricular work, like volunteering for projects with organisations such as Pimp my Cause (see pages 15/16).

Digital specialisation increasesWe have seen an overall reduction in the level of experience across all areas of core digital skills surveyed: analytics, mobile, social media, paid media, SEO, content, video and strategy.

Adversely, we have seen an increase in digital specialisation. This could relate to a number of factors, the key one being a maturing digital space, meaning the individual roles become more specialised and require increasing levels of skill and capability to successfully deliver.

This year we surveyed respondents on their AI experience for the first time. Those with experience in this function are in hot demand across most sectors, so it is comforting to see that 40% have some experience in AI marketing.

50

Digital TrainingHave you undertaken any digital marketing training in the last 12 months?

57%

Sectors least likely to have undertaken digital training:

Do you receive, or have you ever received official, employer supported mentoring?

Will your company be investing in any digital marketing training for you and your team over the next 12 months?

Charity & Not-for-Profit


Property & Construction

No Yes Unsure

Dig

ital Sk

ills & E

xp

erience

72% 71%77%

28% 30%

42%

65%

69%

35%

28%

Yes

Yes

No

No

7

1

4

7

5

51

2018 % YOY 2018 % YOY 2018 % YOY 2018 % YOY

AI Marketing 60 23 11 6

Analytics & Data 14 30 37 19

Mobile Marketing 30 37 26 7

Social Media 6 23 42 29

Paid Media & Display 24 29 30 18

Search & Optimisation 22 34 31 14

Digital Content 12 20 36 32

Video Marketing 25 32 30 12

Digital Strategy 14 26 34 26

Digital SkillsPlease indicate your level of experience across the following digital marketing disciplines:

Freelance/interim marketers more likely

to have significant experience in:AI marketing

Digital contentVideo marketingDigital strategy

Over a third of marketers have some experience in all areas

(excluding AI)

Health & Wellbeing marketers need to up-skill the most in analytics and

mobile marketing

MODERATE EXPERIENCE

SIGNIFICANT EXPERIENCE

NO EXPERIENCE AT ALL

A LITTLE EXPERIENCE

4

NEW NEW NEW NEW

1

4

3

32 1

2 1

1 2

1

1

2 1

2 1

4

3

1

1

1

4

5

5

3

3

52

2018 % YOY 2018 % YOY 2018 % YOY 2018 % YOY

AI Marketing 60 23 11 6

Analytics & Data 14 30 37 19

Mobile Marketing 30 37 26 7

Social Media 6 23 42 29

Paid Media & Display 24 29 30 18

Search & Optimisation 22 34 31 14

Digital Content 12 20 36 32

Video Marketing 25 32 30 12

Digital Strategy 14 26 34 26

Top 3 disciplines the most marketers have significant experience in:

Digital strategy

Social media

Digital content

New this year, AI marketing is the function that marketers have least experience in. Marketers in B2B and consultancies

are most likely to have experience in AI

Given the importance of mobile marketing, it’s concerning that 67% of marketers have no or a

little experience in this discipline

Business Services &

B2B marketers are the most experienced

in search optimisation

Dig

ital Sk

ills & E

xp

erience

32%

29%

26%

53

Sector Insights

05

54




Communications 61

Digital 63


Fintech 69

Insurance 71




Publishing 79


Technology 83



55

Built Environment

What key trends have you witnessed in 2017?One of the fastest growing sub-sectors of the property industry has been the co-working space phenomenon. Established companies are setting up their own co-working brands and so marketers are very much in demand to help launch their growing business and attract tenants. Due to the sudden surge in competition, there is greater amount of creativity allowed in marketing departments than some more established sectors of the built environment.

Placemaking has been in demand in 2017. Whether for newly created placemaking roles or broader senior manager roles, the skills of ensuring the effective collaboration with an existing community or the building of a new one has been highly sought after.

The uncertainty of Brexit impacted larger organisations and we saw a reluctance for candidates to move in case their new company is negatively affected. Candidates were also wary of crossing over into the built environment due to the uncertainty around future growth in the market. This is compounded by the fact that the marketing talent pool is smaller compared to other sectors, due to the lack of cross-over in experience from external sectors and the built environment sub-sectors that do not necessarily lend themselves to each other. On the positive side, however, senior marketers with the right sub-sector experience and digital marketing skills can demand a premium to move.

What key trends do you expect to see over the next 12 months? Success in the built environment has led to traditional consultancies expanding and new business launches. The re-propositioning and increased services now on offer will increase the need for marketers throughout 2018. It is expected that this will also broaden the pool of marketers in the sector to include more from a consulting background.

With the property sector historically being built on face-to-face customer relationships, online access has allowed companies to reduce service cost and increase marketing budgets. The rise in proptech opens up a new avenue for marketers to join exciting new businesses and online or ecommerce experience will be highly sought after. In fact, digital has moved from an ‘in demand’ trend to an integral part of most general marketing roles and employers will expect to see some form of digital experience or training from candidates.

We expect the demand for commercial property experience seen in 2017 to continue in 2018 and will begin to even up the opportunities, which have been heavily in the favour of residential experience in recent years.

56

What methods are companies using to attract and retain the top talent? Companies are recognising the importance of a work-life balance through social programmes and offering flexible working hours. Sporting activities, social events, charity days and support through mentoring are now seen as a way of attracting candidates.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? There has been very little movement and even the strongest candidates do not stretch fixed salary bandings, as budgets tend to be difficult to manoeuvre once set in place.

BUILT ENVIRONMENT PERMANENT (ANNUAL) CONTRACT (DAILY)

Job Title Min. Max. Min. Max.

CMO £120,000 £180,000 £800 £1,500

Marketing Director £80,000 £140,000 £500 £1,000

Head of Marketing £65,000 £90,000 £400 £600

Senior Marketing Manager £55,000 £65,000 £300 £450

Marketing Manager £38,000 £55,000 £200 £300

Marketing Executive £30,000 £38,000 £150 £180

Marketing Assistant £20,000 £30,000 £120 £150

Marketing Coordinator £20,000 £30,000 £80 £100

Contract roles & day ratesIn 2017, the built environment’s seasonal projects kept interim marketers busy with public spaces in London addressing summer and winter themes. There was a demand for all round marketers with sector experience to assist with strategy and planning along with covering events, PR and communications. In 2018, we expect seasonal projects to continue to require interim injections of experienced marketers. Day rates for these project-based marketers would typically be in the region of £250 - £350 per day.

Secto

r Insig

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57


What key trends have you witness in 2017?Despite Brexit and political turbulence on both sides of the Atlantic over the course of 2017, it has resulted in minimal impact to overall hiring. The requirement for highly skilled marketers across this sector remains vibrant. With particular focus on B2B, we have witnessed an appetite for exceptional lead and demand generation experience. Similarly to previous years, the most skills in demand have been expertise in digital with CRM, social media and data driven roles.

Brexit uncertainty has not noticeably impacted this market in 2017. Hiring demand has remained consistent and in line with earlier years.

What key trends to do you expect to see over the next 12 months?Account-based marketing (ABM) has been a hot topic in B2B marketing in the past few years and we predict it will become even more popular in the next 12 months. Organisations are starting to realise the need to move to an account-centric model across marketing. ABM demands a data-driven approach to strategy, planning, execution and measurement. For this reason, we can expect an influx of roles that require candidates to be familiar with various marketing automation and analytical tools.

What methods are companies using to attract and retain top talent?The battle to attract and retain top talent in the market continues to intensify and encourages companies to create the optimum environment if they are to attract the strongest candidates.

Key drivers include development, training, clear progression path, autonomy, flexibility and diversity. If the environment is set up to encourage and allow top performers to work in a style favourable to them bringing out their very best, appreciating their terms and preferences, it is much less likely that they will be poached by competitors.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? As a whole, B2B Marketers are well remunerated compared to other professionals within other sectors, so I wouldn’t expect to see much change over the next 12 months. Bonuses still remain an integral part of the package for many candidates, as companies continue to look to incentivise employees. These are usually linked to company performance and personal KPI’s. Having said that, we may see a rise in salaries across certain roles that require specific marketing automation skills.

58

Contract roles & day ratesDemand for contract marketing roles have increased in the latter half of 2017. There have also been a higher number of temporary to permanent positions, both planned and unplanned. The number of contract to permanent positions appears to be driven out of hesitancy to hire permanently due to the general uncertainty of Brexit. As the number of contract B2B marketing roles increase, employers need to move quickly and speed up interview processes to secure the best candidates, as we’re often finding them being snapped up very quickly!

Contract marketing manager roles are the highest paid in the B2B space, £300-350 per day.

Day rates are often higher than their permanent counterparts and more recently, candidates have chosen contracting to allow for flexibility, expanding skill-sets and varied sector experience. The skills in most demand are end-to-end campaign management, demand generation, analytical skills, marketing automation and influencer marketing.

BUSINESS SERVICES & B2B PERMANENT (ANNUAL) CONTRACT (DAILY)


CMO £130,000 £200,000 £700 £1,500

Marketing Director £90,000 £130,000 £500 £700






Secto

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59

Charity, Education & Membership Bodies

What key trends have you witnessed in 2017?2017 was a strong year for EMR in the charity, education and membership sectors. The UK continues to see record levels of students enter higher education, even as tuition fees have increased. Apprenticeships took centre stage with the introduction of the Apprenticeship Levy and whilst this didn’t dent university applications, there is heightened competition for student attraction. In the charity sector, government funding continues to fall, whereas public contributions and fundraising have risen. All of these factors have created a much more complex and competitive environment, so the need for marketing has never been higher.

There has been an increase in the number of candidates outside of the charity sector wishing to transfer their skills to give something back and be involved in a meaningful cause. Employers were more open to screening a more varied pool of candidates, so we saw more fluidity throughout this market.

Over the last year we saw an increase in insight and events roles across all sectors. Organisations are trying to understand their customers’ motivations and engage with them directly, in a bid to foster stronger long-term relationships and loyalty.

Universities and colleges were keen to hire candidates with strong web development and digital experience due to the increasing access to online courses and teaching forums.

What key trends do you expect to see over the next 12 months? The higher education sector will continue to see a push in apprenticeships and many will look towards the large graduate recruiters to see how this will affect university applications. Budget limitations within the education market are also likely to continue in 2018, whilst the investment in digital training and digital marketing channels for schools, universities and colleges will increase. We predict there will be a high demand for creative and innovative candidates who can execute email marketing campaigns to support student attraction, as well as website development and content editors who can produce across websites, brochures, email and blog posts.

Institutions are increasingly focusing on customer experience and data analysis in order to aid product development and improve brand loyalty. Due to this, there will be demand for digital marketing experts, especially with analytics, e-mail, social and CRM skills.

What methods are companies using to attract and retain the top talent? Organisations in this space don’t tend to compete at the top of salary brackets and they understand the need to invest in employee satisfaction as a whole. There has been an increase in flexible working hours and remote working options. A broader range of benefits on top of salaries and bonuses such as quarterly rewards and team incentives, including vouchers and weekend trips, have also retained strong candidates. In addition, companies are recognising the importance of using internal and external training in order to ensure marketers are continually learning and developing skills.

60

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? We expect salaries to remain flat year-on-year, although the strongest candidates with in-demand skills such as data, digital and analytics will be able to stretch salary bandings.

Contract roles & day ratesIn the consumer space, we saw a demand for short-term campaign and CRM professionals, as clients focus on consumer relationships and loyalty. Day rates for these roles vary depending on budgets and contract length, with campaign and brand managers earning between £250 and £350 per day. ‘Head of’ and Director level consumer specialists were being paid £450+ per day.

CHARITY, EDUCATION & MEMBERSHIP BODIES

PERMANENT (ANNUAL) CONTRACT (DAILY)


CMO £130,000 £200,000 £700 £1,500







Contracting day rates typically mirror permanent salaries in the charity interim space. This means that fewer candidates opt to become interim specialists at the middle-management and junior end of the market, so it can be challenging to find candidates for £150-£250 per day.

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61

Communications

What key trends have you witnessed in 2017?The wellbeing of individuals within an organisation and the impact a business has on society and its environmental consciousness has never been so important. It’s not enough to just make claims, there has to be some tangible action and this in turn must be communicated effectively to ensure brand experience stays true to its core value. The companies that have a strong purpose and integrate this in their message will have the most impact on their audience and reap the benefits of an engaged customer base.

The communications market has generally remained consistent, however our clients working as head of comms have been very busy with Brexit comms and have needed extra interim cover to support this.

Due to Brexit, we have seen an increase in internal communications vacancies and in particular change communications roles. Due to changes in regulations including MiFid II, we have seen more comms vacancies within financial services.

Collaboration amongst departments and teams has increased in 2017. Email remains a useful channel for internal communications and organisations recognise that peer – to – peer communication is now as important as top-down communication. Many businesses use tools such as enterprise social media to help with the cross pollination of ideas and for communicating topics such as building the right culture, change and training.

Content from peers has the power to inspire and influence employees without the risk of appearing condescending or insincere.

What key trends do you expect to see over the next 12 months?We have seen and expect several candidates working in corporate communications at a mid to senior level deciding to specialise in internal communications. Feedback from candidates show these channels are less developed internally and this provides scope for newly created roles to align both external and internal communications. This will result in an increased number of vacancies across all levels of internal communications.

The use of video and video technology to communicate with employees has also continued to rise and grow considerably in 2018.

What methods are companies using to attract and retain the top talent? Many companies have invested into developing a positive culture by embracing flexible working hours. A significant part of internal communications is employee engagement and we understand this has been an area of growth proved by increased hiring within this field.

62

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? Salaries have not changed considerably, however we are finding some companies are restructuring areas of the business particularly in financial services and professional services, as they are looking for highly skilled professionals and are not always able to find suitable candidates in the range they can offer.

Contract roles & day ratesCommunications contract positions were highly sought after in 2017, allowing clients to narrow their specification of candidate. This was tough for some candidates to accept, as it was harder for them to get an interview where once their skills would have been easier to transfer across roles and sectors.

COMMUNICATIONS PERMANENT (ANNUAL) CONTRACT (DAILY)


Director £100,000 £200,000 £700 £1,500

Head of £70,000 £100,000 £500 £700

Senior Manager £60,000 £80,000 £400 £600

Manager £40,000 £60,000 £200 £400

Executive £30,000 £40,000 £150 £250

Assistant £20,000 £30,000 £100 £150

Coordinator £20,000 £30,000 £80 £150

In particular demand was experience in the ownership of an employee value proposition and candidates who could add value in a pro-active communications function, aligning a communication strategy with a company’s strategic vision.

Day rates remained similar to previous years, with senior communications professionals earning between £450 to £650 per day and specialists or those experienced in working at Board or C-level commanding £700 or more per day. At the middle management and junior end of the market, fewer candidates have opted to become interim specialists, which makes finding candidates between £200 to £400 per day, more challenging.

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Digital

What key trends have you witnessed in 2017?In last year’s market report we briefly touched on Artificial Intelligence (AI) and how it had been creeping into the marketing stratosphere. In 2017 an increasing number of roles required marketing automation as a mandatory skill and we expect that to continue in 2018, as machine learning and other types of automation really take hold. With the uncertainty Brexit generates, we’ve noted companies becoming increasingly cautious with their budget. This has resulted in strong business cases being required to replace leavers, a significant increase in counter offers and longer recruitment processes. In some sectors this meant an increase in interim roles being required.

What key trends do you expect to see over the next 12 months?We forecast a number of technologies that are going to come into their own in 2018 – AI, as discussed above, Augmented Reality (AR) and the Internet of Things (IoT).

AR and its holographic technology is beginning to excite industry experts, especially the retail sector, as stores can showcase products without having to keep any in stock. Computer science and design skills will be of growing interest to employers, as digital creatives explore the boundaries of AR’s capabilities.

More companies are incorporating IoT into their products, thereby increasing demand for candidates with skills across retail sensors, radio frequency technology, digital signage, smartphones, automobile technology and virtually anything that transmits data.

The key challenge for decision makers within digital is its constant evolution, with new technologies and platforms being launched almost daily; businesses can become frozen and fearful of investing heavily just before a game changing technology is launched. However, hesitation risks being left behind and so investment into staying up to date with developments is crucial. The best marketing and digital leaders network with and follow key influencers, attend events and are most likely to attend digital training courses to keep up to date (see page 49). The digital economy will continue to strengthen and so we don’t expect to see any reduction in the demand for digital talent. However, Brexit is already having implications on supply, which in the long term threatens London’s position as Europe’s digital hub. Cities such as Dublin and Berlin are jostling to position themselves as attractive alternatives and the UK Government needs to provide support to protect London’s status.

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What methods are companies using to attract and retain the top talent?Companies are offering more flexibility in the workplace as candidates continue to seek a better work-life balance. Remote working at least once a week is increasingly popular, as are flexible working hours, offering part time to parents and more dynamic working environments.

Counter-offers are now more common than ever before as businesses look to avoid rehiring, as is up skilling staff and investment into health and wellbeing, particularly mental health.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? As supply tightens, there will be a natural pressure to increase salaries, however we are starting to see more talent at the junior end from education and apprenticeships, which could help level salaries long-term. We expect roles within data and analytics to see the largest increase, with social and content remaining relatively flat.

Please turn over for digital salaries by function area

Contract roles & day ratesWe predict a rise in the number of digital interim roles over the next two years as Brexit plays out. Interim candidates can change roles frequently and it is common for these candidates to be enticed by higher rates for the same work elsewhere, which keeps rates competitive. Digital project managers are in constant demand. From small-scale projects to managing digital transformation, skilled project managers can command £300 to £700 a day. Email remains as popular as ever, though employers often have to stretch their budgets to attract email contractors.

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DIGITAL PERMANENT (ANNUAL) CONTRACT (DAILY)


Chief Digital Officer £120,000 £220,000 £800 £2,000

Director £80,000 £140,000 £500 £1,000

Head of £70,000 £100,000 £400 £600

Manager £40,000 £70,000 £200 £400

Executive £25,000 £40,000 £100 £200

SEARCH PERMANENT (ANNUAL) CONTRACT (DAILY)


Director £80,000 £120,000 £800 £1,900

Head of £60,000 £90,000 £500 £900

Manager £40,000 £60,000 £250 £450

Executive £25,000 £40,000 £130 £250

ANALYTICS PERMANENT (ANNUAL) CONTRACT (DAILY)


Chief Data Officer £120,000 £240,000 £1,000 £2,000

Director £90,000 £160,000 £800 £1,200

Head of £65,000 £100,000 £500 £900

Manager £40,000 £65,000 £250 £400

Analyst £25,000 £40,000 £130 £250

Digital salaries and day rates

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CREATIVE PERMANENT (ANNUAL) CONTRACT (DAILY)


Chief Design Officer £100,000 £175,000 £700 £1,250

Director £80,000 £125,000 £800 £2,000

Head of £60,000 £90,000 £800 £1,400

Manager £45,000 £65,000 £400 £700

Executive £25,000 £45,000 £300 £450

CONTENT & SOCIAL PERMANENT (ANNUAL) CONTRACT (DAILY)


Director £65,000 £100,000 £600 £1,300

Head of £55,000 £85,000 £600 £1,000

Manager £35,000 £60,000 £250 £400

Executive £20,000 £35,000 £130 £250

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Financial Services

What key trends have you witnessed in 2017?We have seen a continued growth of challenger brands which are starting to become familiar in the wider financial services space. These more nimble firms are proving to be an attractive option for candidates with a strong background in financial services, as they offer the opportunity to contribute to significant business growth, more agile marketing such as new technology adoption, and often more flexible ways of working.

There has been a continued increase in the demand for marketers with a broad background incorporating marketing, event management, PR, digital, social media, internal and external communications and media relations.

Despite the supposed uncertainty associated with Brexit, 2017 remained relatively stable. We did, however, see a reduction in the demand of senior appointments compared to 2016, as firms were more wary of investing in expensive, long-term hires.

What key trends do you expect to see over the next 12 months?As 2017 did turn out more stable than originally predicted, we expect to see the number of passive candidates rise. Even marketers who are comfortable in their roles will be more willing to explore alternative opportunities. Employers will be able to lure candidates if the role offers a competitive salary, career progression, flexibility and longevity.

Which means retention strategies will be more important than ever and we could see a rise in buy-backs and salaries pushed up as a result.

Content marketing professionals who can curate, produce and promote content across online and offline channels will be in particular demand.

What methods are companies using to attract and retain the top talent? 2017 has seen a greater push to improve work-life balance on all sides. Four-day weeks, home working, more flexible working days and, at times, shorter working days have all been more common. We see more three and four-day week roles in 2017 than in 2015 and 2016 combined; quite a shift for the traditional financial services industry.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? With little movement on base salaries especially at the more senior end, there has been more of an emphasis placed on the overall package on top of salaries, such as bonus and benefits. There has also been some positive movement for marketers at the junior end with two to five years’ experience, where we have seen salary increases of between 10% to 15%.

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Contract roles & day ratesInterim solutions are typically sought after with mandatory gaps like maternity leave, illness or project lead assignments. In financial services, we are seeing permanent positions requiring higher levels of sign off which delay the hiring process. The strain this can put on a business and their immediate needs mean they are opting for interim solutions to aid workflow while recruiting permanently.

B2C and B2B marketing managers at the £50k/£250 per day level have been in demand. Having industry experience does remain a heavy precedent for most hires.

FINANCIAL SERVICES PERMANENT (ANNUAL) CONTRACT (DAILY)


Chief Marketing Officer £125,000 £240,000 £1,250 £2,300








The interim market should remain steady as we learn more about the geographical movements of financial services firms as they react to Brexit. The implications of Brexit means that strong positioning and perception will be key for marketing departments, meaning high performing candidates will be in high demand.

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Fintech

What key trends have you witnessed in 2017?Fintech is at the forefront of innovation and growth in the wider financial services sector and London continues to be a global powerhouse, even in the wake of Brexit. One of the reasons for this is the continual support of the investment community, who ploughed circa £2.5billion into the sector in 2017.

Although not a completely new sector in the current market, fintech firms are is still relatively young and so don’t have a wide pool of sector-specific talent. This meant that firms needed to consider candidates from more traditional financial services backgrounds when hiring. Cultural fit, the ability to drive innovation and a passion for digital were essential requirements, as the atmosphere of an agile start-up is very different from a corporate bank.

What key trends do you expect to see over the next 12 months?We expect hiring to be more consistent in 2018 and demand for senior roles to increase as firms require more senior talent to drive real growth. Content professionals who are able to creatively communicate often complex products to market will also be essential.

At the end of 2017, we saw a good number of general marketing roles requiring experience across social media, websites, campaigns and event management, as well as external and internal communications. We expect this to continue into 2018.

Digital banks will look to bring more digital skills in-house, switching their reliance on agencies. This will be particularly relevant for search, PPC and programmatic experts. AI, automation, data analysis and mobile technology will all be areas where fintech will really push the boundaries in 2018.

What methods are companies using to attract and retain the top talent? Fintech requires fast-paced, adaptable and innovative marketers and, as such, employers look for candidates from other similar start-up and incubator backgrounds. Here, the excitement and career progression and lucrative salaries can often prove enough attraction.

Providing very flexible working policies attracts strong candidates from more traditional financial services companies. More nimble firms or start-ups often find it easier to offer flexibility, including working from home and flexible hours, which is a great appeal to candidates who continue to seek a better work-life balance.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? Yes, especially at the more senior head of/director of and CMO levels. As the fintech market continues to grow and mature, attracting senior hires is going to be key and thus candidates who have a track record of increasing ROI will be in high demand. These individuals can be expected to be incentivised by an attractive salary, performance-related bonus and in some cases potential for equity in the business.

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Contract roles & day ratesFintech continues to be a highly attractive space for contract candidates with many applicants keen to explore opportunities. Interim hires have been in demand from smaller fintech firms who are looking to set up marketing functions and create strategies through experienced interim professionals, who then pass a more BAU approach onto slightly more junior permanent hires.

FINTECH PERMANENT (ANNUAL) CONTRACT (DAILY)










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Insurance

What key trends have you witnessed in 2017?There has definitely been an increase in insurance start-ups, challenger brands and Lloyd’s syndicates are making more of a commitment to marketing and communications hiring.

These marketing hires are often a company’s first within the insurance market, so there has been the need for a greater deal of education to assist these firms to hire at an appropriate level in a timely fashion. Of course prior experience in the insurance is a desirable attribute when recruiting these individuals.

The insurance market was booming in 2016 and although we did see a drop-off, especially in more senior hires over the majority of 2017, the latter part of 2017 has seen an improvement, giving us greater optimism for 2018. Junior marketing roles have remained constant. Companies are continuing to hire more tactical marketers to remain competitive in the London market.

What key trends do you expect to see over the next 12 months?We expect to see some of the larger companies in the insurance market start to recruit more channel specific marketing roles, meaning candidates with strong direct marketing experience will be in high demand. We also predict an increase in demand for marketing managers and senior marketing managers with a broad marketing background, involving traditional and digital skills.

Candidates with exposure to campaign management, direct marketing and stakeholder management as well as social media, SEO/PPC and digital platforms will also continue to be in demand.

What methods are companies using to attract and retain the top talent? Bonuses continue to be a key attraction and retention tactic for insurance organisations. Whereas other sub-sectors of financial services often apportion bonus based on 50% company profitability and 50% personal performance, insurers can swing to nearer 100% of bonus based on marketing KPIs.

The insurance market will continue to reward its marketing professionals based on their own personal achievements. Of course the company profitability needs to be taken into consideration, but where a number of other areas of FS often view this as 50/50, the insurance space remunerates bonuses more in line with personal success.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? The insurance market is generally regarded as on a par, if not paying slightly more than many other facets of financial services and we do not see this changing in 2018. It is clear insurance firms still need to compete for marketing and communications talent, so we do expect to see salary increases over the course of 2018, as well as more competitive performance linked bonus structures.

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Contract roles & day ratesThe insurance sector has required interim assistance in the wake of restructures to provide on-going support to marketing functions. Well known insurers seem to be stepping up their efforts in approaching high net worth Individuals by utilising the skills of interim professionals to create functions to set strategic objectives for 2018. With high importance placed on these key hires, day rates for these Head of/Director level roles are between £600 and £1000 per day.

There is always importance placed on moving interim processes quickly to secure the best candidates and we found this was particularly the case at the junior end of the market. Marketing executives with one to two years’ insurance experience were highly sought after by competitor firms to assist with work load.

INSURANCE PERMANENT (ANNUAL) CONTRACT (DAILY)










Day rates are between £150 and £220 per day and, where possible, these interim roles would develop into more permanent fixtures or rolling contracts.

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Investment Management

What key trends have you witnessed in 2017?Hiring in the investment management space overall has been subdued versus the 2012-2016 period, despite record stock market highs and perceptions of overinflated equity prices. This resulted in less senior hires, but an increase in contractors and a clamping down on expensive events over a preference for webinars and e-marketing.

Whilst the effects of Brexit have been more pronounced in banking, we expect that future regulatory agreements concerning potential equivalence, fund domiciles and the necessity for delegation, labour movement, capital movement and tariffs and on distribution through the AIFMD marketing passport, will shape the market toward and beyond 2020. Finally MiFID II, which everyone seems not to be looking forward to, has been an ongoing topic across all asset managers and one we expect to hear more about as the complexities become a reality.

What key trends do you expect to see over the next 12 months?E- and m-commerce-led marketing experience will start to become the norm. We have already seen this with challenger banks, consumer-led fintech firms and in proptech, and the time is nigh for investment management firms to face the need to change their approach and for marketers to consider the skills they have to stand out. The conflict here will be around

regulatory and product knowledge and whether everyone in the marketing department needs to be an expert on these in order to influence the fund managers, analysts, lawyers and researchers elsewhere in the organisation.

Senior marketers may continue to struggle to relocate if up-and-coming asset managers do not invest in marketing. Firms in the ESG and PE/VC spaces have been investing in their brands, but a large group of marketers with 15 or more years’ experience with buy-side firms exists and they cannot all work for the trendier managers. As such, we have recommended exploring contracting as an option as well as moves to professional services and fintech firms, all of which we have helped marketers develop this year.

Data and automation will continue to be important for hyper-personalisation, operational efficiency and cost saving. We have seen more of these roles this year than ever before, including data scientists and see no reason for it to stop as firms are able to gather and analyse more data about investors.

Finally, following the ESG and cost transparency trends I expect brand development and management roles to become more on trend. Brand ethics, values and purpose are very much central to marketing and businesses’ ability to establish trust and voice. We therefore expect opportunities for agencies to assist with rebrand and client-side marketers to have opportunities to lead and advise on brand and customer insight in the longer term.

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Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? The fight for sector experience may lead to a redesign of reward packages; established IM marketers can command good salaries and this could lead to sharp increases for those that can fulfil niche or senior marketing leadership roles.

Contract roles & day ratesInvestment management firms have proven to be regular hirers of interim candidates particularly in smaller firms. A noticeable need was support marketing roles to heads of marketing and other senior marketers.

INVESTMENT MANAGEMENT PERMANENT (ANNUAL) CONTRACT (DAILY)


CMO £130,000 £220,000 £600 £2,500


Head of Marketing £70,000 £140,000 £400 £1,000






The decreased risk of hiring on an interim basis to these firms is attractive given general uncertainty in financial services from Brexit and we would expect these trends to continue in 2018.

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Investor Relations

What key trends have you witnessed in 2017?There has been a trend in hiring those with exceptional financial and numerical skills, as well as hiring those with a solid understanding of how the capital markets work. Where once an emphasis may have been on communications, the majority of companies most recently have been focusing on those with a real grasp of the numbers, which is why candidates with a more accounting and financial services background are the main type of candidates companies are interviewing. This is largely due to the broadening remit of the IR team, where the role is now all encompassing and reaches beyond that of just speaking to analysts, but involves corporate access, investor targeting, building the investor base and maintaining the existing base, as well as being the ‘middle-man’ between management and the market. With this in mind, we have continued to see an exodus from the City and a flurry of capital markets professionals making their way into IR, including those from the sell-side, buy-side and corporate broking.

As more pools of capital open up across the globe and shareholder bases become more geographically diversified, corporate access and investor targeting has become an increasingly important element of the IR programme and thus there is a need to bring on candidates with the relevant skill-set.There has also been an increasing demand for digital skills, as more IR teams have to manage their presence on corporate websites, including content management, managing CMS systems and working with website development teams.

What key trends do you expect to see over the next 12 months?A key trend we expect to see will focus on the changes that MiFid II will bring, which will increase the demand for roles and broadening the remit of the IR role.

It is still a little early for there to be any real response to MiFid II in terms of hiring requirements, but we expect an even more of a greater demand to hire the best in class to join their IR team. Companies have considered the possibility of bringing people in-house with the corporate access/investor targeting skill-set, as they come to rely less on the sell-side and corporate brokers when it comes to meetings with the buy-side and roadshows.

What methods are companies using to attract and retain the top talent? With the average IR team size being between two-three people, it is important to bring the right type of person on board. Companies are introducing flexible working conditions such as working from home and flexi time, as well as internal promotions, internal training courses and a greater sense of support for employees developing their careers.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? There hasn’t been much movement in salaries and bonuses in the IR space and we do not expect this to change in the year ahead. Bonuses are still between 20-30% on average based on a combination of company and personal performance.

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Contract roles & day ratesDemand for contract investor relations has remained consistent. Companies who are looking to hire an IR candidate on a permanent basis may decide to hire a senior interim IR candidate to assist with M&A issues and annual report processes, for example, before employing a permanent IR manager to manage the day to day activities. Companies may hire an interim candidate when they are looking to IPO and usually this can be for a period of 6-12 months.

INVESTOR RELATIONS PERMANENT (ANNUAL) CONTRACT (DAILY)


Director £100,000 £250,000 £800 £1,500

Head of £90,000 £130,000 £500 £700

Manager £50,000 £90,000 £250 £400

Coordinator/Analyst £35,000 £50,000 £175 £250

Assistant £30,000 £45,000 £150 £250

Following Brexit, we have seen a slight increase in these types of hires over 2017 against 2016 where there was still a certain level of uncertainty. As markets begin to stabilise and with the addition of Mifidf2 rolling out this year, we expect to see more need for contract IR roles to cope with increased pressures and workload that this regulation will bring to the IR function.

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Professional Services

What key trends have you observed in 2017?The model of consultancy continues to diversify beyond pure strategy, with themes such as leadership, cyber, AI, data analytics, full-stack digital transformation, future-of-work and customer journeys now central to most consulting firms. Data and digital, overall, are now very much the dominant themes for consultancies across every sector. Leveraging both digital capability and another marquee theme, flexibility, the LLPs have crafted cloud-based services and platforms which freshen their models and encourage higher-contact client relationships. This has led to marketers from ecommerce brands and fresh B2B tech firms being in much higher demand than usual.

In the legal space, consolidation through mergers continues to grow, with lawyers’ increasingly courting talent from the Big 4, which has created new opportunities.

We have also seen event budgets take a big cut, which started with Brexit. Roles for events specialists have been reduced mostly to freelance with job security a real issue for this group. In contrast, designers and bid cycle specialists still remain in high demand.

What key trends do you expect to see over the next 12 months? We are likely to see an increase in innovative challenger brands, as we have seen in the fintech industry; which will create more opportunities for B2C marketers, especially those from technology and agency backgrounds.

Across law and accountancy, the cultural veil-lifting with regard to fee earning and personal branding is set to continue in an effort to reduce client churn, drive trust and attract growth firms to the roster. This will increase demand for client listening and feedback skills, automation, as well as CRM specialists who can slicken these processes.

The bid cycle, which has always struggled to retain talent, should continue to become more automated, allowing the specialists to focus on bid/no-bid advice, pricing, reporting and perhaps copywriting and generalist marketing.

We expect platform marketing to grow, as candidates from tech firms will be in greater demand. Use of video interviews during hiring processes will continue to rise, especially first stage interviews. Finally, candidates with B2C and agency consumer brand experience are likely to be in more demand.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? No, any changes are very unlikely, other than for mid-range business developers, systems experts, marketing operations and bid cycle specialists.

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What methods are companies using to attract and retain top talent? On top of salaries, competitive packages with extra benefits and attractive bonus schemes are also common. Companies are offering candidates more overseas secondment opportunities as well as the freedom to rotate industries. In 2017, we saw a real drive in developing ethical CSR and wellness policies, driven equally by HR and comms as well as marketing.

Contract roles & day ratesFor professional services, we would typically be tasked with finding business development candidates, however we are now noticing the element of marketing in these positions is increasing.

PROFESSIONAL SERVICES PERMANENT (ANNUAL) CONTRACT (DAILY)

JOB TITLE Min. Max. Min. Max.

CMO £120,000 £200,000 £1,000 £3,000


Head of Marketing £70,000 £120,000 £400 £1,000






The legal space is typically stringent about requiring previous legal experience while consultancies and accounting are more open to other backgrounds. Roles at the junior end of the professional services market have been more competitive, which indicates a lack of high quality candidates at this level.

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Publishing

What key trends have you witnessed in 2017?Today’s digital market requires publishers to adapt quickly in order to remain competitive. In 2017, we have witnessed an increase in social media usage and personalised content, which meant publishers had to increase and deliver digital experiences in order to keep readers engaged. As content is easily accessible online, the focus has been on designing a customer journey that encourages users to engage and interact with content in a more creative way, across multiple channels. For this reason there has been, and will continue to be, a high demand of candidates with powerful storytelling capabilities, demand generation, SEO, online advertising and customer experience skills.

What key trends do you expect to see over next 12 months?Virtual and augmented reality is already changing the way people engage with content. As the industry starts to increasingly explore technological capabilities, we can expect an increase in demand for these niche skills which is likely to increase salaries. This will largely be prevalent in the interim sector.

Last year, more and more companies invested in video as a communication channel and as such, marketers are not only expected to know how video is used in marketing, but master briefing, scripting and editing videos for online channels. Blogging and publishing articles will continue to be an important aspect of marketing in the publishing industry and so knowing how to use content management systems (CMS) will be essential.

Being able to promote content, especially through influencers and PR, will also be highly desirable. The new digital-first world of publishing may begin to attract candidates with those niches skills from other industries, for example, technology.

What methods are companies using to attract and retain the top talent? In order to attract top talent, employers are increasingly looking for candidates outside of the sector, predominately to technology and to smaller, more agile and innovative companies which means we would anticipate more competitive salaries. Publishers are investing in flexible working policies, flexible benefits and technology devices that allow for remote working; all of which attract new candidates.

Do you anticipate any changes to permanent salaries and bonuses over the next 12 months?In order to attract technically-savvy candidates, publishers will find that they have to increase salaries. In the technology market this is typically above inflation and can be as high as 10%. Candidates within the sector that are able to adjust and develop new skills, such as video editing, HTML coding, posting blogs and analytics, will find themselves in demand and thus will be able to demand higher salaries.

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Contract roles & day ratesWithin the contract publishing space in 2017, there was an increased need for specialist email marketing, a key skill that has picked up across the board for contract roles, as well as knowledge of business intelligence. In 2018 we predict there will be an increase in the number of contractors in the publishing space in general, with an additional demand seen for product based marketing roles.

PUBLISHING PERMANENT (ANNUAL) CONTRACT (DAILY)

Job title Min. Max. Min. Max.

CMO £110,000 £170,000 £600 £1,300







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Retail, Leisure & Travel

What key trends have you witnessed in 2017?There has been some bold moves within Retail this year as established e-commerce brands enter the high street and traditional brick and mortar retailers fight to remain relevant online. Because of this, there has been a rise in demand for omni-channel expertise as brands seek marketers that can effectively communicate to their customers and enhance their customer experience across all touch points. In addition, customers have become a lot more conscious about the quality, source and manufacturing process of their products. On the back of this, we have seen a rise in brand communications roles to either change perception or establish themselves as an ethical retailer.

Digital acquisition and customer experience professionals were in high demand within retail. With online giants like Amazon, retailers need to ensure they are driving customers through their own channels as well as offering more of a tailored customer experience both online and in-store that ecommerce brands simply can’t offer.

In leisure and travel, CRM is still very much in demand. Customers are spending less on leisure and focusing more on the essential purchases and therefore it has never been more important for brands to keep their loyal and higher spending customers engaged. As social media continues to be such an integral part of daily life, influencers and travel bloggers have naturally become a crucial part of many leisure and travel brands’ strategy. As a result, we’ve seen a significant increase of digital PR, content and social roles.

What key trends do you expect to see over the next 12 months?Within the retail sector, brands will continue to search for unique ways to improve their in-store experience. We predict in-store marketing roles will innovate in line with technology moving and become a desirable skill-set across the industry.

We expect influencers and bloggers to continue to hold a lot of weight within leisure and travel marketing, as well as an increase in brand communications roles in the larger businesses as they overcome the stigma attached with the larger brands ability to offer the very much desired “authentic experience”.

What methods are companies using to attract and retain the top talent? In 2017, we saw companies investing more time and money on improving their employer brand and in many cases, incorporating this into their wider marketing strategy. Companies have invested more into training and development and encourage “first day starter packs” to be shared on social media in order to attract and retain employees through positive brand reinforcement. Companies have also made a conscious effort to invest in diversity and inclusion tactics, particularly female equality, working parents and the LGBT+ community.

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Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? We expect minimal change in salaries, however performance-related bonuses will continue to rise in digital roles as they clearly demonstrate their ROI. The growing reliance on strong insight professionals will no doubt continue to drive salaries up. However, as retail, leisure and travel industries continually look to make their business models leaner, we don’t envisage a dramatic lift for any general marketing roles.

RETAIL, LEISURE & TRAVEL PERMANENT (ANNUAL) CONTRACT (DAILY)


CMO £130,000 £200,000 £700 £1,500







Contract roles & day ratesIn 2017, we saw an increase in the number of interim consumer marketing positions, especially campaign and CRM roles as companies were focusing more on consumer relationships and customer loyalty. We predict the skills that will be in demand into 2018 will be CRM, email and marketing automation, and campaign experience including offers and promotions, retention, customer acquisition and loyalty. Each year customers are being more conscious of marketing tactics and their expectations of brand interactions are a lot higher – consumers want original, personalised shopping experiences. Because of this, B2C marketing candidates that can deliver exceptionally targeted and personalised content are highly sought after.

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Technology

What key trends have you witnessed in 2017?Technology companies continued to invest in marketing, particularly in online rich content and video messaging. Video content remains a popular trend as a way of producing engaging material through most social media channels and will certainly continue next year. Online information doubles every year and 2017 was no different. As a result, there was an increase in demand for marketing candidates who are able to visually translate commercial information in a concise and relevant fashion.

Although digital skills are crucial for many organisations, there has been and will continue to be, a high demand for candidates with general marketing skills. Marketers who understand account-based marketing, can write unique, valuable and appealing content and those focused on demand generation will continue to find themselves in high demand. Commercial marketers that can demonstrate marketing ROI are in particular demand.

The uncertainty of Brexit has had some impact predominantly in larger companies. More companies are questioning where headcount should be based overseas and opting for contractors to negate risk should they need to pull out of the UK market.

What key trends do you expect to see over the next 12 months? The importance of data has had a significant shift in the marketing space, meaning that marketing leaders are being held more to account for measurable performance. Lead generation and demand generation experts will continue to increase as businesses migrate more from a push to a pull engagement model. Experience in marketing automation and personalisation, as well as experience in programmatic and driving down CPL and CPA will be key to client hires.

What methods are companies using to attract and retain the top talent? Traditionally, well-known technology brands and exciting products are attractive enough, as are competitive salaries. However, organisations are now heavily investing in their employer brand and thinking of long-term candidate attraction. This has included developing employer brand marketing plans, which heavily feature digital platforms, portals and tools. Smaller start-ups are naturally more agile and technically mobile, and as such naturally attract marketers who want to work more flexibly.

Salaries continue to be a key attraction method, as well as the ability to work for more flexible companies that are at the pinnacle of remote working and home access.

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Do you anticipate any changes to permanent salaries and bonuses over the next 12 months? The technology sector has some of the highest marketing salaries and typically increases salaries above inflation. Candidates with in demand digital skills can expect salary increases. Newer, start-up tech companies are also willing to offer more competitive salaries attract the right marketer to drive new business growth.

TECHNOLOGY PERMANENT (ANNUAL) CONTRACT (DAILY)


CMO £120,000 £220,000 £800 £1,000



Product Manager £65,000 £75,000 £300 £400




Contract roles & day ratesThe technology space for 2017 saw a need for end-to-end campaign specialists, marketing automation, influencer marketing experience and demand generation, knowledge of start-ups, particularly those with broad digital skills. We anticipate 2018 to be a busy year for contractors within the technology space, especially the more senior level appointments.

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Senior Appointments

What key trends did you see in 2017?2017 marked a year of general uncertainty at the senior end of the market with companies being wary of committing to investing in senior hires. Where they were likely to do so was in cases where the positions were approved at board level as part of the strategic direction of the company.

We have met some exceptional senior candidates in 2017, experts in areas such as digital repositioning, rebranding or creating marketing teams that are fit for the future. A lot of candidates at the senior level are immediately available as they don’t stay in roles they are not challenged by or can’t see a career path e.g. to CEO. They are happy to take the risk and leave to look for their next opportunity, often recruiting their replacement before they leave.

Start-ups and the continued growth of the fintech market created exciting opportunities for some candidates, but some less than desirable outcomes for others. Such is the nature of these riskier ventures heavily reliant on investor resources and balancing the fine line between investment and signs of success.

A trend we are seeing emerge from companies, in response to the increased credibility the start-up community now holds, is a desire to hire candidates who have both large corporate and start up experience. There is significant value seen in the combination of process and traditional marketing skills with experience of a fast-paced nimble environment where decisions are made in minutes and implemented in days. Often these candidates will be working with the latest digital tools and are perceived to have sharpened their commercial awareness.

In other areas of the market including financial services and professional services, the senior end of the market has been subdued compared to previous years. This is predominately due to the uncertainty Brexit has caused, as firms take a more cautious approach to senior hires reducing the opportunity for movement in these sectors.

There remains a strong appetite for marketers to have their voice heard at board level. Businesses that have acknowledged a need to digitally transform or increase focus on customer centricity create such opportunity for their valued marketing leaders. The proportion of British CEO’s coming from a marketing background has increased steadily over the last 5 years and remains a positive trend for the marketing profession, as it becomes an increasingly measurable metric towards an organisations success.

What key trends do you expect to see over the next 12 months?We expect activity to continue as it has done in 2017 and are hopeful of an uptick, as businesses grow tired of the uncertainty Brexit has created and devise plans to move forward. Similarly to coming out of the global financial crisis, those that were bolder and came to market early attracted the best talent and gained market share.

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Do you anticipate any changes to salaries and bonuses over the next 12 months?Packages for marketing leaders need to remain competitive. Despite a lot of good candidates being available, in some sense the supply of candidates outweighs the demand and therefore an inference of companies getting better value for money could be assumed. However, the best candidates will need to be compensated appropriately to secure them in both the short, medium and long term. There are a growing number of senior marketers who are more than happy to be held accountable to sales or profit numbers and have larger parts of their package made up of bonus and/or equity plans. Therefore, organisations who are more creative and flexible with their compensation can attract top talent without needing to pay the highest base salaries.

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Contract & Interim

What key trends have you witnessed in 2017?2017 saw a stable year in contract and interim recruitment, which was perhaps a little surprising with the backdrop of Brexit as we expected to see a larger increase in vacancies than was evident. We feel this was a result of people genuinely getting bored of the uncertainty surrounding Brexit and taking a more robust view of future planning.

Contracting remains a popular choice for businesses trying to backfill permanent hires, or looking to add superior or specialist marketing knowledge across project work. We have seen marketing contractors brought in at senior levels whilst company restructures take place. This often allows the contractor to avoid the politics associated with these, often, sensitive matters.Digital marketing continues to show the most growth, particularly around areas of UX and design where the most talented contractors are able to pick and choose their work and earn the best rates. Within core marketing, employers seek contractors who fit well into a team and demonstrate they can deliver ROI.

What key trends to do you expect to see over the next 12 months?Should the impact of Brexit not have the knock-on effect that is predicted across the marketing, digital and communications community, the outlook of the interim market would appear to be stable. As permanent candidates move onto new challenges we anticipate there may be some hesitation to back-fill permanent roles immediately, and interim professionals will be used to fill the void.

Contracting will remain a popular choice in 2018 for projects with defined time frames such as re-branding, CRM implementation and change communications.

Have you seen any changes to day rates and do you anticipate any changes over the next 12 months?In some areas of the interim market, for example communications, we saw clients presenting competitive rates and attracting a wide candidate pool to select from. With such a wide variety of candidates, sometimes there is a tendency for companies to reduce rates paid. However, often their preferred candidates were in other processes which meant positive market forces kept day rates comparable to previous years. As in previous years, digital contractors and communications contractors can command significantly more than their permanent counterparts; however marketing contractors often end up working at more comparable rates to permanent salaries.

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Looking to go interim? The career of an interim or contract consultant can be greatly varied and allow individuals to work on a wide range of projects that can be catalysts of change in creating long lasting value within an organisation.

Interestingly 24% of CMOs we surveyed were in interim positions. So what might be driving such a high percentage of candidates to consider this more transient way of working and how might one go about starting an interim career? For anyone looking to take the step from permanent employment to contracting, the first thing you need to do is commit to this new way of working.

You need to be immediately available, as clients who are hiring on this basis don’t have time to wait for someone to work through their notice period. Four weeks is ok, but anything longer becomes prohibitive and clients will opt for an interim specialist who is more readily available.

In addition to this, our advice is that you need to have an element of financial security to bridge any gap between your resignation from a permanent post and securing your first interim position. The interim market moves quickly and can be sporadic. Roles available now are not necessarily an indication of what the market will be like in a month’s time. Likewise, be prepared to have downtime in between projects.

Thirdly, we suggest you consider your personal brand and what it is you stand for. When a client is looking to hire you on an interim basis you want to be sure of your own proposition. Consider where you can add immediate value and how a client will benefit from engaging with your business. This can be something that is overlooked as many assume they are simply undertaking a shorter

permanent role. However, the best interim contractors live for the results they can achieve in as shorter time as possible, adding to their growing list of projects successfully completed and continually enhancing their offering.

Following on from your proposition is your day rate. Interim consultants are paid well, they add significant value to organisations but it is often for short periods of time. This value and risk needs to be compensated for appropriately and like any agency you will have choices to make. Is the piece of work one you can fulfil? Depending on your confidence you might alter your rate and projected timeframes accordingly. Will it add to your own USP’s? Could it be worth compromising your rate now in return for a potential future gain? How do you stack up against the competition? We all know the saying, “you get what you pay for” and in the interim market there are consultants who charge well and are often in work. You need to be careful of underselling yourself and balancing this against the need to be in work. If you set your rate too low it may be more challenging to justify the top rate for the next role.

Finally, where should you look to get your first interim assignment? Recruitment agencies are an obvious option. Next is your own network; this can be advantageous as you cut out the middle man but there is an art to selling yourself and some will be better at this than others. Another area to consider is partnering with charitable organisations such as Pimp My Cause who connect marketers with causes they identify with (see page 15). While not a guaranteed path to an interim career it allows you to add experience of an interim project to your CV and expand your network while using marketing for a positive cause.

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Future Market & Expectations

06

90

Introduction 91

Brexit 92



91

Introduction

Brexit casts a challenging economic outlookAs Brexit staggers on and the media continue to paint a new economic disaster around every corner, unsurprisingly, we have seen a huge swing in optimism in the UK economic outlook for 2018. 26% more marketers felt pessimistic about 2018 than they did going in to 2017. 53% of our respondents are now either pessimistic or extremely so about the year to come. This is perhaps why 35% predict budget cuts in 2018, when only 30% saw a cut in 2017. 29% saw Brexit impact their business negatively in 2017, and over half expect to see it do so over the next two years.

Again we will all just have to wait and see whether this negatively manifests itself for marketers. We would certainly expect that those marketers with the in-demand skills such as marketing automation and analytics will continue to see the market through more confident eyes.

Business trends remain positiveAlthough marketers are concerned for the future of the UK economy, this wasn’t because they experienced a tough 2017. We saw a 2% increase YOY across hiring, marketing budgets and staff retention.

The most positive growth sector came from technology, which is mirrored by our own experience in this sector throughout 2017 as digital transformation continues to provide new growth opportunities. We have seen demand for marketers in this area significantly grow, alongside the fintech and proptech sectors, as many new businesses enter stage b investment rounds and now seek talented marketers to help drive their business models forward.

Marketers feel GDPR’s impact‘Business process and policy changes’ now ranks highest in terms of marketers’ business priorities for 2018, and we have seen a significant 11% rise in the priority of ‘regulatory issues’. This is invariably due to GDPR’s implementation in May, and is unsurprisingly most heavily felt in B2B, FMCG, financial services and professional services sectors.

Mifid II also came in to effect in January 2018, which has heavily affected those who work in investor relations. However, only 21% of respondents say they fully understand GDPR legislation (see page 95). And it’s not the only regulation that could affect the industry this year, with a potential update to the EU ePrivacy directive, which could significantly impact online advertising and the use of cookies and other tracking technologies.

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Fu

ture M

arket &

Ex

pectatio

ns

Brexit

Has your business been impacted by Brexit in the last 12 months?

6%

9%

65%

39%

29%

51%

Looking forward, do you expect Brexit to impact your business in the next 2 years?

Nearly a third of marketers have been negatively impacted by Brexit in 2017 and over half expect to be

so as the UK transitions its move out of Europe

Yes, positively

Yes, positively

No change

No change

Yes, negatively

Yes, negatively

22% increase in negative

sentiment for the next two

years

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Since the decision to leave the EU have you seen any changes to...?

Has your company prepared a specific marketing or communications plan for Brexit?

No Yes

82%

18%

2

2

8%

6%

INCREASE

1

521%

30%

DECREASE

3

1

71%

64%

NO CHANGE

Hiring within your business

Budgets within your marketing department

25% 326%569%Staff retention

Professional Services and

Financial Services are most prepared

for Brexit; up to 39% have prepared a marketing plan

94

Fu

ture M

arket &

Ex

pectatio

ns

Best and worst sectors for hiring:

35%


Health & Wellbeing

Best and worst sectors for staff retention:

11%

34%

Events & Hospitality

Business Services &

B2B

Best and worst sectors for marketing budgets:

10%

47%


FMCG & Consumer

Services

13%

95

22

Market & Economic OutlookOverall, how do you feel about the future of the UK economy over the next 12 months?

7%Extremely pessimistic

Extremely optimistic

1%

26

46%Pessimistic

32%NeutralOptimistic

14%

16%

45%

18% 21%

Basic knowledge

Not sure

Fully understand

No idea

Do you fully understand the new GDPR legislation and how it will affect your marketing activity?

Most prepared are Transport &

LogisticsLeast prepared are

FMCG

Transportation & Logistics and Technology &

Telecoms are the most optimistic

96

Fu

ture M

arket &

Ex

pectatio

ns

What are your expectations for your business in the next 12 months?

More money availablefor future investment

None

Salary decreases

Business process /policy changes

Increase in staffrecruitment

Salary freezes

Salary increases

Greater focus onregulatory issues

Recruitment freeze

Job cuts

Increased spend onstaff training

Cuts in funding forstaff training

Budget cuts

Profitability of business

2

1

1

2

8

1

1

11

1

1

1

2

37%

35%

33%

30%

29%

28%

27%

26%

19%

15%

15%

14%

7%

5%

Business process/policy changes now

ranks as the top priority over budget

cuts, a switch in positions from 2016

11% increase in a greater

focus on regulatory

issues

97

Marketing’s Future

Do you anticipate changing jobs in the next 12 months?

For the first time in our survey’s history, over half expect to move

jobs in the next 12 months

Overall, do you see marketing as your long-term career path?

No UnsureYes

70%

10%20%

Most likely to move out of the industry:

33%

52% 26%

25%

17%

Graduates Analysts Marketing Directors

7

7Unsure22%

3

3

5

Yes No

101 Respondent Profile

102 Current Market104 Digital Skills &

Experience06 Future Market &

Expectations

About Us

We’ve always believed that marketers have the power to shape the future of businesses and that many of today’s marketers will be the future CEOs, MDs and entrepreneurs of the digital age. Our goal is simple, to bring together the industry’s most talented and innovative professionals with marketing teams and businesses across all major sectors.

AcknowledgementsWe’d like to take this opportunity to thank everyone who kindly completed this year’s survey. To help us continue providing the most comprehensive trend report we hope you will continue to support us next year. We also hope that you found the information and results produced useful and welcome any suggestions for our next issue to: [email protected]

DisclaimerThis 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.

EMR is a specialist marketing recruitment agency. We cover everything from core marketing through to digital, communications and investor relations. We’ve evolved along with the industry since 1994 and have helped tens of thousands of marketers with their careers in that time.

Contents

Gender 5

Age 5

BAME 5

Experience 5

Sector 6

Qualifications 7

Employment 8

Position 8

Time in role 8

Specialisms 9

In-house 11

Agency 12

Social Media 13


Introduction 19

Size of Company 20

Headcount 20

Working Hours 21

Flexible Working 22


Career Drivers 24

Benefits 25



Salaries 33

Day Rates 36

Bonuses 39

Permanent/ 39

Fixed Term Contract


All Bonuses 40


Introduction 49

Digital Training 50

Digital Skills 51




Communications 61

Digital 63


Fintech 69

Insurance 71




Publishing 79


Technology 83



Introduction 91

Brexit 92



103 Salaries & Bonuses

105 Sector Insights

20

18 M

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[email protected]

+44 (0)207 850 6200

www.emr.co.uk

@EMRrecruitment

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