Agency juniors trained as advertising generalists can relieve staff turnover, DMCG global executive partner Simon Hadfield says.
Employee tenure is declining with employees staying with their employer about one year less, for an average of 2.5 years versus 3.6 years the year prior, the MFA reported.
“There is the opportunity to train juniors on all parts of the advertising process and allow them to choose their path within the agency,” Hadfield said on stage at AdNews Adelaide L!VE.
“In time, this early training should allow them to consider other areas of the agency and migrate across departments, ultimately making them more sticky.
“Being generalists and actually being able to do more than their specialist field” will allow agencies to produce loyal working talent.
“Having graduates come into any sort of business - whether client side, media or creative - and then actually going across departments is really good because they get to learn the business, and can actually find their chosen fields.”
For example, a young hire who may have studied graphic design should be exposed to different departments so they understand how the business model works.
And eventually that graphic designer can take a client’s brief from design to tv production and digital development if needed.
“Woolworths is a classic example. I have a friend there who is very senior and they put him through every department for 20 years,” Hadfield said.
“But they did an incredible job with him and he now knows every aspect of the broader Woolworths business.”
Expanding on this tip, Hadfield said in general agency management needs to invest more one-on-one time in their people to retain staff.
“Talent should be treated as new business.
“Besides, it's far cheaper to invest and float internally than replace, develop spelt skills, grow people into new roles and stretch them. You might be surprised by who’s hiding in your existing team.”
Some questions agencies can ask themselves about their current team:
Does the team have job descriptions? Do they know what is expected of them? Do they have a personal development plan in place? Are you aware of who wants to do what in their career?
“Years ago I worked with a CEO of a large agency and every Friday he without fail would take four or five people to a nice long lunch to get to know them. He would remember their dog's names and their partners' names,” Hadfield said.
“The staff loved it and he was loved - which really really helped with the culture of the agency.
“I know they're simple, but doubling down on your team and getting to know them too.”
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