To understand the top talent issues facing marketers, I asked the opinions of 9 C-level executives.
Lou Paskalis, President and Chief Operating Officer of World MMA
“Simply put, marketing is increasingly competing with technology for talent, whether it’s coders, analysts, experienced engineers or change agents, often the big Platform companies are more successful in attracting this high-value talent than the companies they ostensibly serve.”
Christine Purcell, Marketing Director, twin health
“I have a fun problem to solve. Twin Health has seen +50% growth this year and our projections for 2022 continue that trend. So my biggest challenge is also a top priority: hiring strong, passionate talent and building a world-class marketing team. The Great Resignation has made it clear that not only are people looking for growth opportunities, but also careers that offer personal fulfillment. I invest in finding people who are truly motivated by the impact Twin has on how people’s lives are changing, and also to be inspired by the shaping of our brand, our company and the company we’ve always wanted to work for.
Zeynep Inanoglu OzdemirCMO, Palo Alto Networks
“For someone who has joined a new company during the pandemic, changing jobs can be as simple as turning off one laptop and turning on another, unless they have internalized a culture of caring. company he really enjoys. It can be difficult to convey the cultural elements of the workplace when everyone is distant/hybrid and focused on getting the job done. So we work harder to create opportunities to build meaningful relationships with colleagues, teammates and managers who embody our culture and convey our mission to all of our employees, but especially new ones Hybrid working is the promise of this in 2022 – retaining flexibility around employee choice, but also leaving this space for small groups to connect and engage in person, to foster a creative process that is so fundamental to our discipline.
Marina MacDonald, Marketing Director, Red Roof Inn
“It builds on our key business challenge and it’s just the request to invest time in our people; to make sure we take the time to keep everyone on the team up to changing expectations. The world is changing in ways most of us haven’t anticipated, and our marketing team is contributing to our business success in ways we haven’t seen either. Team members take on new responsibilities that require new skills. Our brand technology is evolving, so our team needs to evolve to keep up. As a leader, I am committed to ensuring that our people have both the skills and the tools to take on expanding roles and continue to contribute to Red Roof’s broader success. It takes time and energy, but in the end, every moment is worth it.
Gretchen Garriguesheld global CMO positions at Manulife, First Data (Fiserv) and GE Capital
“Talent retention continues to be a major issue and it’s critical that the team sees the CMO’s personal commitment to helping them achieve their career aspirations, whether it’s learning a new skill, to be promoted or relocate for a worldwide assignment. One tactic I’ve found to be very effective is offering top talent the opportunity to rotate through short-term assignments in different teams, business units, or geographies. If a team in Singapore, for example, needs help with performance marketing and you have someone in Boston with the relevant skills and experience, offer that person the opportunity to share their expertise during several weeks or months. This is just one example, and there are many ways to do it, but the idea is to provide career development experiences and establish a culture of sharing and learning.
Josh Cole, Marketing and Digital Director, TITLE Boxing club (former CMO, Sky Zone)
“Recruiting and retaining qualified team members is the most pressing talent issue, especially for digital and data-driven marketing roles. The booming labor market has raised salary expectations and reduced the taboo on changing jobs. As long as a significant number of well-funded companies continue to compete aggressively for talent and are prepared to absorb the costs – financial and cultural – of hiring short-term employees, the increased challenges recruitment and retention will persist.
Mollie Spilman, CRO, Oracle Advertising and Marketing
“The big quit phenomenon is real across all industries right now. I believe the pandemic has caused people to rethink what they want to do in life. A lot of people who have left my organization are not going to competitors in the same industry, but completely changing professions. This makes it harder to retain talent, but also harder to hire talent. My approach to this market reality is to try to communicate more often and more succinctly why our work is important and meaningful. I also believe that sharing career growth opportunities within the company also helps paint a picture of what the future of my team members looks like. Also, even virtually, try to connect people more to each other personally.
Doug Zarkin, Marketing Director, Vision Pearl
Bruce Hershey, Marketing Director Piper’s Scratch Pizzeria (former CMO, Tailored Brands)
“Find the right teammates. In the current environment, we are seeing fewer and fewer qualified candidates.
Join the discussion: @KimWhitler