EMR 2017 Salary and Market Trend Report

2017
SALARY & MARKET

TREND REPORT
CONTENTS
11 41
RESPONDENT PROFILE DIGITAL SKILLS & EXPERIENCE
Gender 6 Introduction 44
Age 6 Digital Training 45
Experience 6 Digital Skills 46
Location 7 Article: Marketing 2.0? 47
Sector 8
Qualifications 9 SECTOR INSIGHTS
Specialism 10
Employment 12
Position 12
51 Business Services & B2B
Financial Services 54
52
Fintech 56
Time in Role 12
Insurance 58
In-House 13
Professional Services 60
Agency 14
Investment Management 63
Social Media 15
Leisure & Travel 66
Article: Working 17
with a Good Cause Retail 68
Charity 70
Membership Bodies 72
CURRENT MARKET
2
Technology, Media & Telecoms 74
Introduction 22 Digital 76
Size of Company 23 Communications 78
Headcount 23 Investor Relations 80
Working Hours 24 Senior Appointments 82
Job Security 25 Contract & Interim 85
Career Drivers 26
Job Search Channels 27 FUTURE MARKET & EXPECTATIONS
Benefits 28
4
1
Article: Top Technology Trends
Article: Evolving Technology 30 Set to Impact Marketers in 2017 88
Market & Economic Outlook 90
SALARIES & BONUSES Salary Expectations 93
3
Article Businesses Exercise
1
Salaries 34 Caution in the Wake of Brexit 88
Permanent/Fixed Term Contract 34
Freelance/Temporary/Interim 37
Bonuses 39
Permanent/ Fixed Term Contract 39
All Bonuses 40
INTRODUCTION
It gives me great pleasure to introduce you to solutions and cost constraints drive creativity,
the latest edition of our annual Salary and Market leading the best to rise and ultimately producing a
Trend Report. Taking in the views of marketing stronger market.
professionals across the UK, our survey provides
an in-depth and comprehensive overview of the I would like to take this opportunity to thank you
marketing, digital and communications industries. for your continued support and hope you find
the information within this report valuable. Should
This year we had our highest response to date. you have any suggestions for future editions or
Over 1,600 professionals at all levels completed comments you would like to make please email:
the survey providing insight into salaries, bonuses, salarysurvey.uk@emr.co.uk
career drivers, digital skill-sets and more. Our
internal experts also provide a detailed review of
2016 across all core sectors and take a look at 2017
and the opportunities and challenges which lie
ahead.
2016 has certainly been a challenging year for many

and our survey findings certainly reflect this. Many
professionals understandably appear pessimistic
and uncertain about the future of the UK economy,
business growth and recruitment and hiring trends.
We expect the turbulence of 2016 to reverberate
heavily into 2017, the uncertainty within a number
of markets will continue to impact confidence, thus SERROL OSMAN
the year ahead will offer a number of challenges Managing Director
and conditions that would have been impossible to
+44 20 7850 6157
predict 12 months ago.
Serrol.Osman@emr.co.uk
However, I firmly believe that viewed through a uk.linkedin.com/in/serrolosman
positive filter this environment brings out the best
in us all. Challenging demands require dynamic
3
1
4
RESPONDENT
PROFILE
Gender 6
Age 6
Experience 6
Location 7
Sector 8
Qualifications 9
Specialism 10
Employment 12
Position 12
Time in Role 12
In-House 13
Agency 14
Social Media 15
Article: Working 17
with a Good Cause
5
GENDER
43%
of the respondents
were male
57%
of the respondents
were female
With previous surveys indicating the marketing industry is largely female led, our figures for 2017 show a
different story with a notable reduction in the gender gap.
AGE EXPERIENCE
82% of respondents have been in the profession
for over 4 years.
0% 29%
Under 20 20-29
21% 20%
40% 17%
23%
13%
30-39 40-49 15% 11%
3%
7% 1%
Less 1-3 4-6 7-10 11-15 16-20 21-25
than years years years years years years
50-59 60+ 1 year
6
LOCATION
Where are you located?
1%
Scotland
North West
2%
Yorkshire
5% & Humberside
5% East
1% Anglia
Midlands
11%
South
5% East
Other
3%
53%
South 14% Central
West Greater London
London
7
SECTOR
What best describes the sector you work in?
Media & Entertainment 11%
Business Services & B2B 10%
Financial Services 10%
Other 9%
Technology & Telecoms 8%
FMCG & Consumer Services 7%
Professional Services 7%
Retail 7%
Consultancies 6%
Charity & Not-For-Profit 4%
Engineering & Manufacturing 4%
Leisure, Travel & Sport 4%
Events & Hospitality 3%
Health & Wellbeing 3%
Education 2%
Property & Construction 2%
Public Sector 2%
Publishing 2%
Membership Bodies 1%
Transportation & Logistics 1%
Utilities & Energy 1%

8
QUALIFICATIONS
74% Degree
47% A Levels
18% Diploma
18% Masters Across the industry we

continue to see year-on-year
growth in the number of
17% CIM marketing and digital training
courses and qualifications.
13% Postgraduate
12% Squared Online
Over a third of marketers

have completed a bespoke
5% MBA
marketing or digital marketing
qualification with the CIM,
IDM, CAM or Squared Online.
4% IDM
2% CAM
1% CIPR
9
SPECIALISM
What best describes your specialism?
Marketing
Communications
40% Strategy General Digital

Marketing Communication Brand
37% Campaign Social
Advertising Media Content
35% 35% 35% Marketing
33%
31% 31%
30%
PR & Media Display Corporate & Product/

Market Consumer External Proposition Internal &
Relations Advertising Research Insight Comms Management Change Mobile/
eCommerce Comms
Video
15% 15% 14% 13% 13% 13%
11% 10% 10%
NPD
Bids/ Investor
Persuits Relations
4%
3% 3%
10
Our data suggests important digital skills
such as User Experience, Optimisation,
Mobile and Video are significantly
lacking amongst professionals within
the market, despite being highly sought
after by UK businesses.
Direct
Marketing eCRM/
Email Business Analytics SEO/ Channel CRM/
Development & Data PPC Marketing Relationship Events/
22% Hospitality Acquisition/
20% Retention
19% 19% 18% 18% 18%
18%
15%
Digital
Media UX/ Asset
Trade Performance/ Affiliate
Planning UI/ IA Management
Partnership Marketing Optimisation Marketing Other
Category
10% 8% 8% 7% 7% 7% 5% 4% 4%
The more generalist

specialisms such as Marketing
Communications, Strategy and
General Marketing continue to sit
at the top of the specialism chart.
11
EMPLOYMENT TIME IN ROLE
How are you currently employed? How long have you been in your current role?
6% Less than 2 months
6% 2-3 months
8% 3-6 months
9%
9% 6-9 months
91% 8% 9-12 months
24% 1-2 years

Permanent or Fixed Term Contract
Freelance, Temporary or Interim 14% 2-3 years
14% 3-5 years
POSITION
9% 5-10 years
Where do you predominantly work?
72% 3% More than 10 years
28% Our data shows that only 26% of

professionals have been in their
current position for more than
In-House three years. This may indicate
many marketers are moving to
new positions every 2-3 years.
Agency
12
IN-HOUSE
Which of the following best describes your position?
2% CMO
11% Director
17% Head of
16% Senior Manager
27% Manager
2% Assistant Manager
6% Senior Executive
10% Executive
4% Assistant / Coordinator / Officer
1% Graduate
1% Consultant / Freelancer
1% Analyst
2% Other
13
AGENCY
Which of the following best describes your position?
23% Director
11% Head of
4% Strategist
16% Senior Manager
15% Manager
6% Consultant
2% Assistant Manager Our data continues to show a

notable gender gap at the senior
level with 8% more males reaching
5% Senior Executive Director level compared to females
and 7% more males reaching Head
of level within Agencies.
10% Executive
2% Assistant
1% Graduate
Similar findings are displayed
In-House with 7% more males
4% Other
reaching the Director Level
and 6% more reaching the
Head of level.
14
SOCIAL MEDIA
On which social media channels are you an active contributor?
(meaning you check / update your business account at least once a week)
46% 50%
4%
27% 60%
2%
NOT A 1%
CONTRIBUTOR
1%
1%
24% 8%
Whilst LinkedIn remains the most

utilised social media platform for
17% businesses, Facebook has seen a
year-on-year increase of 4% whilst
Instagram has seen the most
dramatic rise, up 13% year-on-year.
15
SOCIAL MEDIA
For what reason/s does your company use social media channels?
To raise brand identity 83%
To engage with customers / consumers 72%
To increase website traffic 52%
To engage with clients 48%
To raise our employer brand / careers profile 41%
To drive new business 40%
To drive sales / conversion 34%
To assist with search engine optimisation 29%
To manage customer service queries 23%

To assist with employee engagement / 17%
internal communications
Whilst raising brand identity is the

most common reason a business
utilises social media, engaging
with customers and consumers is There has been a 5% yearly increase
also of significant importance. in the number of businesses
maximising social media platforms
to drive new business and a 4%
increase in social media driving
sales / conversion.
16
WORKING WITH A GOOD CAUSE
Could working with good causes boost your marketing career?
Pimp My Cause exists to harness the power of leadership skills, citing the role that working with
marketing to improve the world. It achieves good causes can play in:
this by curating opportunities for marketers to Developing a personal brand
support charities and social enterprises with their Learning from new environments
marketing talent in ways that can also help them Building confidence and passion
enhance their own marketing capabilities. Reflecting on yourself by connecting with others
The opportunity to make a difference
The Pimp My Cause website works rather like online Stepping outside your comfort zone
dating, but connecting individual marketers to
causes they can fall in love with rather than people. Pimp My Causes talent development credentials
It makes it quicker and easier for any marketer to are further enhanced by its relationships with the
find pro bono marketing opportunities that are a professional organisations. Theyve partnered with
good fit for their interests, skill-set and location. The Marketing Society, the Chartered Institute
There are now over 1,800 marketers using the for Marketing and the Institute of Practitioners in
website to connect with good causes and over Advertising. The Marketing Society encourages
4m of pro bono marketing support has been members to join their Marketing for Good initiative
contributed, leading to over 18m of social to find a cause they can contribute to. The CIM
value created for the beneficiaries of the causes promotes Pimp My Cause to their members who
supported. can earn CDP points for volunteering through the
platform, the IPA uses Pimp My Cause briefs at
Small charities and social enterprises sign up to the heart of their prestigious residential training
Pimp My Cause for a wide variety of reasons such programmes; and to provide the basis for a creative
as the need to reach new audiences, develop new award category.
funding models or find new ways to create big
impact for society using very limited resources. Pimp My Cause has also sought to show how
These challenges present compelling opportunities marketing for good can help build stronger
for marketers to discover the impacts that they can marketing capabilities through their talent
create with their marketing talent and enhance their development programmes for corporate marketing
skills and experience in the process. teams. Their Challenge programmes provide
real-world training for marketing teams that also
It is perhaps no surprise therefore that Marketing supports the companys CSR agenda and provide
Week chose to feature a series of Pimp My Cause practical, strategic or creative support for good
case studies in an article on how to develop causes.
17
Previous Challenges have been built around talent Anna Mullenneaux: You mentioned to me a while
develop areas such as: ago that helping causes through Pimp My Cause
Long-term marketing planning helped convince you to continue in the marketing
Innovation profession, can you tell me more about that?
Brand purpose
Creativity Jermaine Ranger: At the time I wanted to give up
because of a lack of inspiring job opportunities. So
Pimp My Cause also works with agencies helping when Pimp My Cause came along and said they
them use pro bono work to achieve their business needed help with causes it was a chance to utilise
goals. Pimp My Cause has experience in helping my skills and work on a project that could help get
agencies find the right causes to support in the right me back into employment. It came at the right
ways to: time.
Create big impacts
Highlight their unique capabilities A: So you got to see how much the skills that you
Support up and coming talent had could make a difference?
Develop new services
Expand their portfolios J: Yes, for example, I worked on a marketing
strategy for Incredible Brilliant Youth and advised
Pimp My Cause has partnered with EMR to support them to explore how they could use YouTube and
the development of marketers careers by providing other social media to promote themselves. And
volunteering and team talent development now I can see that theyve taken my advice and are
opportunities. Marketers interested in getting posting short videos to promote themselves and it
involved can find out more by emailing works perfectly.
anna@pimpmycause.org.
I also supported Advice4Renters, which drew
Below is an interview with Jermaine Ranger, a on my experience with the legal profession and
marketing volunteer. understanding of their market. I could see they
had a very good website but I was able to advise
Jermaine Ranger was one of the first marketers to them on how to better use community outreach to
sign up to the pro bono marketing website Pimp achieve their goals.
My Cause when it launched in June 2011. He
has supported several causes by developing their For me whats satisfying is putting the skills Ive
marketing plans, mentoring their junior marketing learnt over the years to good use and being able to
staff and building their websites. see the end results.
Anna Mullenneaux, Chief Matchmaker at Pimp My

Cause, caught up with him in January 2017 to learn
more about why he decided to get involved.
18
A: What would you recommend to other In 2015 Tracey Ford, founder of JAGS Foundation
marketers who might be considering getting which raises awareness of the consequences of
involved? youth murder, signed up to Pimp My Cause looking
for help with PR and strategic marketing planning.
J: If you use your skills to help good causes youll Tracey said, Jermaine was an incredible resource
be job ready. While youre looking for work youll to JAGS. He gave his time, his knowledge, advice
still be utilising your skills. And by working with and his expertise to help us reach audiences we
causes you can create new projects that can be would never have dreamed would be possible. As a
added to your CV. result of our increased social media presence I was
invited onto Saturday Live, Radio 4 where exposure
Jacky Peacock, Executive Director of to JAGS and to the work we do reached so many
Advice4Renters, said We are a charity for private people who would not otherwise have heard about
tenants that was established in the 1980s. Despite our work.
the changing world around us, our image was stuck
in the 20th century, until we found Pimp My Cause.
After posting our needs we connected with
Jermaine. He came to meet us to discuss our needs
in depth and then drafted a marketing strategy for
us which acted as a starting point for us to develop
our own initiatives.
ANNA MULLENNEAUX
Pimp My Cause builds cause related marketing

challenges to 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.
19
2
20
CURRENT
MARKET
Introduction 22
Size of Company 23
Headcount 23
Working Hours 24
Job Security 25
Career Drivers 26
Job Search Channels 27
Benefits 28
Article: Evolving Technology 30
21
INTRODUCTION
New challenges and growth attract candidate mean a lighter workload, either. In fact, the number
movement of weekly hours marketers work is gradually
increasing, with almost 40% of professionals
2016 was a year of movement in the marketing, working more than the weekly average of 43.6
digital and communications sector, with candidates hours.
increasingly looking for new and exciting
opportunities. Our survey reveals head-counts were Benefits matter
on the rise across marketing teams in 2016 and
the same is expected to continue in 2017, which is Company benefits continue to be a draw card for
good news for the many marketers looking to move candidates, with 25 days holiday, company pension
on. and flexible working ranking in the top three perks
we surveyed. Interestingly, technology such as
Candidates seek fresh challenges smart-phones, laptops and tablets has also crept
into the picture as highly valued employee benefits.
Our research shows 60% of marketing professionals Weve also noticed work-life balance being cited as
feel secure in their current roles, but this security an important factor in the workplace, particularly
doesnt necessarily carry over into company loyalty. as new digital platforms allow marketers to work
We know people in this industry are increasingly remotely and on the road. Flexible hours are also
looking to move organisations every two or three being sought after, perhaps due the longer-than-
years in order to gain new experiences in different average working week experienced by many
channels and sectors, utilising new technologies marketers.
and digital skills. While salary remains the biggest
factor for leaving an organisation, seeking out a
new challenge and more interesting work is close
behind, along with progression and development
opportunities offered elsewhere. Weve also seen
marketers make moves to smaller, more nimble
businesses where they can have a wider remit
within their role.
Headcounts increase
More than a third of marketers expect their team

headcount to increase in 2017. This comes off the
back of a strong 2016 where 40% of marketing
teams increased their team size. This is in spite of
the movement and uncertainty surrounding Brexit,
which saw many marketing budgets reduced or
put on hold. Higher head-counts dont necessarily
22
SIZE OF COMPANY
25%
55%
20%
Micro / small (149 employees)

The majority of marketing
Medium (50249 employees) teams remain small and
nimble with less than 10
Large (250+ employees) employees.
HEADCOUNT
How many people are currently in your team?
50%
28% 38% of marketing teams

increased their headcount in
2016 whilst 20% witnessed a
decrease in team members.
9%
5%
4% 4%
0-5 6-10 11-15 16-20 21-30 30+

23
HEADCOUNT WORKING HOURS
How has the number of staff in your team On average how many hours a week do
changed over the past 12 months? you work?
1% 10-20 38% of marketers are

working over the national
DECREASED
INCREASED
weekly average of 43.6
2% 20-30
hours per week.
4% 30-35
38% 20%
NO CHANGE 54% 35-45
36% 24% 45-50

6% were unsure.
How do you anticipate the number of staff in 11% 50-60

your team changing over the next 12 months?
3% More than 60
DECREASING
INCREASING
How has the number of hours you worked

changed in the last 12 months?
37% 10%
DECREASING
INCREASING
NO CHANGE
39%
14% were unsure. 36% 11%
NO CHANGE
Over a third of marketers 53%

expect their team
headcount to increase in
2017 and only 10% expect
to see a decrease.
24
JOB SECURITY
How secure do you feel in your current job?
7%
20% Very secure
16% Somewhat secure
Neutral
Somewhat insecure
17% Very insecure
40%
60% of marketing
professionals feel either
somewhat or very secure in
their current role with only
23% feeling insecure.
25
CAREER DRIVERS
What is the closest reason/s as to why you left your last position?
Higher salary 36%
More interesting work 33%
Enhanced career prospects 29%
More responsibility 18%
Better work/life balance 17%
Improved working environment 17%
Career change 13%
Better known brand to work for 13%
Better location/easier commute 12%
Redundancy 12%
Improved benefits package 9%
Job security 8%
Job too stressful 8%
Contract expired 8%
Relocation 7%
Internal move/promotion 6%
Internal restructure 6%
Better training 5%
Moved overseas 5% Earning a higher salary remains

Other 5% the top reason candidates
move to a new role closely
Improved bonus potential 4% followed by a new challenge /
more interesting work.
Travelling 4%
26
JOB SEARCH CHANNELS
How long did it take for you to find your current position?
1-3
Up to Months
1 month
39% Nearly three quarters
(74%) of marketers found
35% their most recent position
4-6
months within three months.
15%
7-9 10-12 1-2

months months years
Over
4% 4% 2 years
3%
1%
How did you find your current position?
Recruitment consultant / Headhunter Company website

32% 3%
Online advertising Set up my own business / consultancy
18% 3%
Personal contact Other
14% 3%
Direct Approach Print advertising
9% 2%
Internal promotion
7%
6% fewer professionals found their
Professional network current position through a recruitment
7% consultancy or head-hunter compared
to findings from 2016 whilst there was a
Social network 4% increase in candidates utilising their
4% personal network to find roles.
27
BENEFITS
How important are each of the following employee benefits, when considering a new role?
25 days
holiday
or more Company
pension
3.10 scheme
Flexible Smart
2.94 hours (home phone /
working / laptop /
flexitime) tablet Annual
Funding Insurance
bonus
2.80 2.80 scheme
towards (PMI / Flexible
training death in benefits
2.63 courses service / life Private (choosing
insurance) healthcare / from a
2.49 dentalcare range of
2.38 options)
2.35
2.29
28
Whilst 25 days holiday
remains the most important
benefit to marketers, flexible
working now ranks higher
than annual bonus
Share
Travel incentive
benefits / / EMI
allowances scheme
Gym
/ option
membership
2.16 scheme
/ Leisure Childcare
arrangement Season
1.91 facilities
Sabbatical / vouchers Daily
ticket subsidy
1.79 1.76 loan Car or car
1.74 or free
1.73 allowance meals
Mortgage
1.61 1.61 relief Cycle
to work
1.52 scheme
1.52
29
EVOLVING TECHNOLOGY
How is technology evolving and disrupting the Expect organisations to turn to video more
recruitment space? frequently for first interviews, as this eliminates
geographical or time barriers, but watch out for
The recruitment industry has been thriving for issues surrounding potential discrimination that
decades, dating back to WWII when agencies began could come with this. The key here will be about
to advertise to fill roles vacated by soldiers called how video can work in conjunction with human
to duty. The combination of a mass of vacancies interaction and other technologies to allow
and lack of available talent saw the very first staffing recruiters to get the absolute best candidates.
agencies open up, which really came into their own
when soldiers returned from war with new skills and LinkedIn on top
a thirst for work. From there, recruitment has gone
from strength to strength and now contributes Launched in 2003, LinkedIn has gone from being a
more than 35 billion to the UK economy per year. little-known business social networking tool to one
Technologys part in the recruitment process has of the most important business and recruitment
increased over time and this has been particularly platforms in the world. As it has evolved and
evident in the past decade or so. As the digital era transformed, questions have been raised over
continues to produce new systems and devices its potential negative impact on recruitment.
that change the way society operates, how will Some have argued that LinkedIns influence on
technology evolve and disrupt the recruitment the industry has led to recruiters experiencing
space in the future? increased difficulty locating - and connecting
with - talented candidates. This is partly because
Video is everywhere LinkedIn has enabled more organisations to take
their recruitment function in-house, using the
Video has sneaked its way onto almost every online networking platform as a way of connecting directly
platform and its impact on the recruitment industry with potential candidates and effectively eliminating
is only expected to grow. Video interviewing the need for a third-party recruiter. However, savvy
provides significant resource benefits, including recruiters will know that LinkedIn should be their
saving time and money that would have traditionally friend, not their enemy.
been used on interviewing people physically.
Research from 2015 revealed more than 60% of LinkedIn opens recruiters up to a seemingly infinite
hiring managers and recruiters were using video for pool of both active and passive candidates, all
remote job interviewing. Its anticipated that this will available to be contacted at the click of a button.
only continue to rise as technology advances and With more than 450 million users, thats a whole lot
employers and candidates feel more comfortable of potential candidates at your fingertips. Though
with this method. the recent Microsoft acquisition of LinkedIn may
impact how the platform behaves in the future, it
can be expected that the site will continue to play
a part in developing effective talent acquisition
strategies.
30
Mobile is the future
As mobile devices get smarter and savvier, so

too do HR teams and candidates in their use
of such devices for recruitment. With 9 in 10
jobseekers saying theyll use their mobile device
for their job search in the next 12 months,
according to Glassdoor, its now up to agencies
and organisations to ensure the user journey is
as seamless and enjoyable as possible to create
maximum conversions. That means ensuring
application forms are mobile-friendly, sites are
optimised for every device and all content can
be displayed quickly and easily for those on the
go. Recruitment by text message, apps and social
media will all continue to flourish, and mobile
interviewing will likely be further integrated
with video to save time and money in the initial
recruitment phases.
31
3
32
SALARIES &
BONUSES
Salaries 34
Permanent/Fixed Term Contract 34
Bonuses 39
Permanent/ Fixed Term Contract 39
All Bonuses 40
33
SALARIES
PERMANENT / FIXED TERM CONTRACT
What is your current basic or pro-rata salary in pounds sterling?
Less than 20,000 3%
20,000 - 29,000 17%
30,000 - 39,000 19%
40,000 - 49,000 18%
50,000 - 59,000 10%
60,000 - 69,000 9%
70,000 - 89,000 12%
90,000 - 129,000 7%
130,000 - 159,000 2%
160,000 - 200,000 1%
More than 200,000 1%
The gender pay gap continues

within marketing with 51%
of men earning 50,000 and
above per annum compared to
37% of women.
34
How satisfied are you with your current remuneration?
5% 10%
26% 28% Very
Very Satisfied 31% Neutral Dissatisfied Dissatisfied
Satisfied
When was your last pay review?
21% Less than 6 months ago

27%
6-12 months ago
Over 12 months ago
18% Not applicable
33%
Are marketers underpaid? Only

36% of permanent workers
stated they were either satisfied
or very satisfied with their
current remuneration, a 7%
decrease year-on-year.
35
What was the outcome of your last pay review?
PAY INCREASE PAY DECREASE
58% 1%
NO CHANGE
18%
23% said it was not applicable.
Despite low satisfaction in

remuneration packages,
nearly 60% of permanent
professionals received a pay
rise at their last pay review.
36
SALARIES
FREELANCE / TEMPORARY / INTERIM
Less than 150 17%
150 - 300 28%
300 - 500 29%
500 - 750 16%
750 - 1000 7%
1000 - 1250 2%
1250 - 1500 0%
Marketers working on a Freelance /
1500 - 1750 1% Temporary / Interim basis are notably
more satisfied with their remuneration
compared to their Permanent / Fixed
1750 - 2000 0% Term Contract counterparts, with almost
50% stating they were either satisfied or
More than 2000 1% very satisfied with their package.
How satisfied are you with your current remuneration?
6% 6%
Very Satisfied 25% 21% Very
42% Dissatisfied Dissatisfied
Neutral
Satisfied
37
When was your last pay review?
24%
Less than 6 months ago
6-12 months ago

50%
Over 12 months ago
13%
Not applicable
14%
How are you currently paid?
28%
45%
LTD. Sole Trader 8%

...
19%
Other
Limited Company
PAYE
6%
PAYE
Umbrella Company
38
BONUSES
Did you receive a bonus in the most recent financial year?
52% 48%
Yes No
Despite marketers being

increasingly driven by targets
and KPIs only just over
50% of Permanent / Fixed
Term Contract professionals
received a bonus in 2016.

Did you receive a bonus in the most recent financial year?
12% 88%
Yes No
Although remuneration
satisfaction was relatively high for
Freelance / Temporary / Interim
marketers, only 12% took home a
bonus in the last 12 months.
39
ALL BONUSES
As a percentage of your basic salary, what level was your last annual bonus?
Less than 10% 51%
10-19% 29%
20-29% 9%
30-39% 4% 9%
40-49% 2%
50-59% 1%
60-69% 1%
70-79% 0%
80-89% 0%
90-100% 1%
More than 100% 1%
How did this differ from the previous years bonus?
The majority of marketers

(80%) received an annual
bonus of between 0 and
19% of their basic salary.
7% 24% 51% 13% 5%
Significantly Increased Remained Significantly Decreased Almost a third of all
Increased the same Decreased marketers received an
annual increase in their
most recent bonus.
40
How would you assess your level of satisfaction with your most recent bonus?
7%
6% 29% 20% Very
Very Satisfied 36% Dissatisfied Dissatisfied
Neutral
Satisfied
As a percentage of your basic salary, what do you expect your next annual bonus to be?
010% 47%
1019% 28%
20-29% 13%
Bonus satisfaction increased by
30-39% 4% 3% year-on-year with 44% of
marketers stating they were either
satisfied or highly satisfied with
40-49% 2% their most recent bonus compared
to 41% from the previous year.
50-59% 2%
60-69% 1%
10%
70-79% 1%
Nearly half of all
respondents expect to
80-89% 0% receive an annual bonus
of between 0-10% in 2017.
90-100% 1%
More than 100% 1%

41
4
42
DIGITAL SKILLS &
EXPERIENCE
Introduction 44
Digital Training 45
Digital Skills 46
Article: Marketing 2.0? 47
43
INTRODUCTION
Digital demand continues to soar! marketing where there is a real skills shortage.
Employers are actively looking for candidates
In a technology-driven age where internet with both generalist digital skills across the key
connectivity is at an all-time high, its no surprise channels of SEO, PPC, social and content, along
that digital training and experience is increasingly with niche specialists in fields such as mobile and
sought after in the marketing industry. We know user experience. Currently, 44% of marketers have
that theres significant demand for digitally skilled little to no experience within analytics and data,
professionals in the marketplace right now, and with yet the number of marketers with digital content
businesses more willing to invest in digital training experience remains high. As demand continues to
its an exciting time to be in this sector. rise for niche sectors, we expect training to increase
accordingly.
Organisations more prepared to pay
2017 will see more than a third of businesses

investing in digital training for their marketing teams,
a figure which is up on the previous year. Previously,
a lack of budget and perception that digital training
is a secondary cost element have stopped some
organisations from investing in this training, as
discussed in our recent roundtable with the Google
Digital Academy. Now, theres an understanding
that this investment can be a way of retaining top
performers. In line with that, weve seen a notable
increase in candidates who want to work for
progressive businesses who are invested in training,
particularly in digital channels which continue to
evolve. 42% completed some form of digital training
in 2016, up 8% from the previous year and we
expect this to continue to rise.
Demand increases for digital skills
Not only are organisations more prepared to pay

for training, but they are also demanding more from
candidates when it comes to their digital knowledge
and expertise. Weve noticed an increased
requirement for digitally skilled professionals across
all industries and sectors, particularly within mobile
44
DIGITAL TRAINING
Have you undertaken any digital marketing training in the last 12 months?
8% increase in marketers
whove undertaken digital
marketing training in the last 12
months compared to figures
42% 58% from our 2016 Salary Survey.
Yes No
Will your company be investing in any digital marketing training for you and your team over
the next 12 months?
35% 27%
Yes No
Despite the increasing

UNSURE demand for data and tracking
44% of marketers still have
38% little to no experience at all in
Analytics and Data.
Businesses appear to be taking

learning and development more
seriously with a 4% annual increase
in respondents who are expecting
their business to invest in digital
marketing training in the year ahead.
45
DIGITAL SKILLS
Please indicate your level of experience across the following digital marketing disciplines:
NO EXPERIENCE A LITTLE MODERATE SIGNIFICANT

AT ALL EXPERIENCE EXPERIENCE EXPERIENCE
Analytics & Data 10% 34% 38% 18%
Mobile Marketing 27% 40% 26% 7%
Social Media 5% 24% 44% 27%
Paid Media & Display 20% 33% 29% 18%
Search & Optimisation 20% 39% 28% 13%
Digital Content 10% 23% 36% 31%
Video Marketing 23% 37% 29% 11%
Digital Strategy 12% 26% 37% 25%
Whilst there may be a lack of skilled

professionals across certain digital
channels, the majority of marketers
have a strong understanding of digital Within the UK we still have a clear
strategy with 62% of respondents shortage of marketing professionals with
indicating they have moderate to experience across mobile marketing, with
significant experience in this area. only a third of respondents indicating
they have moderate to significant
experience in this area.
On the plus over two thirds of
professionals, 67%, stated they
had moderate to significant
experience in generating digital
content, an area in high demand.
46
MARKETING 2.0?
The concept of digital transformation has check allows them to see how they currently
become a hot topic in recent times. Companies measure up when it comes to marketing in a digital
are rapidly realising that although theyre tracking world and also assess their in-house capabilities at
the evolving trends around consumer behaviour scale to shine a spotlight on potential gaps in know-
and expectations as a result of technological how.
developments, they lag behind when it comes to a
corresponding vision, mindset and strategy to meet As Ben Rhodes, Director of Customer Marketing at
these new needs head-on. Royal Mail, discovered the insights unlocked can
provide a new, clearer way of thinking about digital
In a recent interview, the comedian Louis CK transformation: We realised we couldnt just rely
encapsulated this new era of heightened consumer on one or two specialist people in the marketing
expectation by highlighting the mass tendency for teams, but that a broader base across the marketing
annoyance when incurring even a nano second of organisation needed to be engaged and up-skilled.
the whirling load circle; suggesting we all just give It provided a major wake-up call, which has led us
it a break, seeing that request is basically going to to actively shift the way we work.
space and back!
Over 7,000 participants from brand and agency side
This is the new reality that marketers in particular alike have taken part to date and a clear picture is
face as we, more than any other part of an emerging: there is a much larger gap in digital skills
organisation should be most attuned to consumers than we might have thought before and not even
needs. The on-going digitization of peoples lives the largest and most well-resourced companies
should therefore be a marketers dream. Never has have cracked it yet. Overall, UK and German
it been more possible to deliver the right message marketers rated themselves in terms of digital
to the right person at the right time and in so many marketing best practice as 58 out of 100, up only
different forms. This, however, is at the root of one point from 2015.
the challenge. Where do you start? What do you
prioritise? There are so many options out there and For example, mobile best practice remains an area
they are in constant flux - how do you keep up and of concern (despite this probably being the 8th year
what does best practice even look like anymore? of mobile in a row!) as did not having a single view
of the customer in data. Breaking down some of
Start strategically: spot the gaps to see where to these silos will become increasingly key if genuine
go first customer centricity is the goal.
In 2015 Google worked with the Boston Consulting Marketers are becoming more confident with video,
Group to launch the Talent Revolution - a first of its but there is still a tendency to use a new advanced
kind initiative that gives all marketers an industry- tool in old fashioned ways and in areas such as
approved framework of digital marketing best analytics and taking a test and learn approach, there
practice. Taking part in this marketing skills health is still a lot of headroom.
47
There is also a disconnect between more senior programme which enables me to build the digital
stakeholders perception of the digital readiness of knowledge and skills required for me/my role.
their teams verses that of those teams themselves Paul Morris, Global Ecommerce Director at
and clear water between how leadership are seen Specsavers, talks about how transformation is
to talk the talk, but not walk the walk when it fundamentally human led, so help people find
comes to the importance of digital capability to their bandwidth to learn and stay up to date with
organisation. emerging ideas and thinking to create a culture of
on-going learning that keeps everyone ahead of the
So broadly what does this mean? Ultimately theres curve and develops digital confidence across the
still a lot of room for growth as companies shift to board.
a more digital mindset and the clear starting point
is figuring out which skills your company needs. At Google we debuted something called the
There may be areas in which youre falling behind courageous penguin award, named after the one
and others where youre sitting pretty - in which penguin that dives in the water first to check its
case, think about how you can use this knowledge safe and in doing so risks his life for the others. The
to share company best practice and inspire others. awards recognised those who made big bets that
Thats where the Talent Revolution comes in. might not have gone as planned, but still delivered
important lessons for the company to move ahead
Then, set about mapping out who needs to with.
have those skills. Up-skilling involves significant
investment in time and resources, so identifying Targets that encourage people to explore new
who needs to know what - and to what depth - in things also instill confidence and willingness to take
your organisation is key. Also, its not just about leaps without fear of failure.
your existing workforce. Organisations who can
demonstrate that they are also focused on personal Rolling in digital progress to KPIs and holding
development are becoming increasingly attractive to innovation awards that incentivise risk-taking and
potential employees. So how do you go about this? big bets are a couple of examples of how to create
the right signals that delivering digitally for the
Build the right skills, then grow the right culture customer and the company will be rewarded.
for talent to flourish
So what to take away?
When asked to rank the top capabilities by future
importance and learning and development needs Marketers are on the frontline of digital change, but
over the next 12 months, the Talent Revolution with a strategic approach to skills development, its
picked out strategy development and planning (#1) possible to do the right thing by your customer and
and digital channels (#2), but gave an average score take your organisation forward at the same time.
of only 47/100 for the statement we have a learning
48
Heres your checklist: Not sure how to create the right digital mindset
in your team? Create a culture of digital skills
Not sure what skills you need to develop? development and reward the leaps that do new
Find out what you do and dont know. Start things for your customer and your business
by looking at your business-critical knowledge
gaps and go from there. Digital transformation Want to be a leading marketer in this new
is an ongoing process, so check back in reality? Agree and focus in on the audience
regularly to see how youre doing and where signals you want to prioritise and when it
you need to head next to keep up with new comes to decision-making, start assumption
developments free and rely on data to inform them.
So all of the above, plus the ability to tell a great

story and create customer experiences that are also
transformative equals Marketing 2.0.
SARAH LOGAN
Head of Marketing & Industry Partnerships
Google Digital Academy
Googles Digital Academy team focus on

transforming the way organisations operate by
helping them build the capabilities needed to stay
ahead in a rapidly changing digital world.
49
5
50
SECTOR
INSIGHTS
Business Services & B2B 52
Financial Services 54
Fintech 56
Insurance 58
Professional Services 60
Investment Management 63
Leisure & Travel 66
Retail 68
Charity 70
Membership Bodies 72
Technology, Media & Telecoms 74
Digital 76
Communications 78
Investor Relations 80
Senior Appointments 82
Contract & Interim 85
51
BUSINESS SERVICES & B2B
WENDY GRAY
Senior Manager
0207 850 6156
Wendy.Gray@emr.co.uk
What key trends have you witnessed in 2016? Since the decision to leave the EU have you seen
any changes in your market?
Over the last 12 months marketing has become
more process-driven within the B2B and Business There was naturally a slight drop off in terms
Services space. This doesnt mean that more of businesses hiring both in the run-up to and
traditional content-focussed campaigns are being immediately following the referendum, owing to
disregarded completely (copywriting, events and the general economic uncertainty. However, while
partnerships are still considered important), but the businesses are likely to be more cautious moving
focus on CRM, marketing automation and the use forward the economy does not seem to have been
of analytics in conjunction with digital channels unduly affected and life (including recruitment)
means that marketers need to have an exceptional must go on!
grasp on how to make the best of their resources
across all channels. What are the main reasons candidates are looking
for new opportunities?
The outlook for sectors such as recruitment, B2B
media, built environment and pharma remains Limited scope for growth and learning in small
relatively bullish, although it is fair to say that rapid marketing teams and lack of training opportunities,
growth within any area has been limited. particularly around digital, means that many
candidates find it difficult to envisage themselves
With B2B marketing functions typically being staying with their employers long-term and
smaller than their consumer equivalents, good therefore are moving on to more forward thinking
generalist marketers continue to be in high companies who are willing to invest in their future.
demand. The ability to cover the full mix, as well as
having a good understanding of digital is especially
attractive to employers.
52
What key trends do you expect to see over the Do you anticipate any changes to salaries and
next 12 months? bonuses over the next 12 months?
In the past, marketing has often been viewed as a Bonuses remain an integral part of the package for
secondary function within business services, simply many marketers, with firms increasingly looking to
there to provide support to sales teams. However, incentivise improved ROI. I expect that basic salaries
with perceptions quickly changing and marketing will also rise in line with the increasing value placed
being seen as increasingly important for acquisition on marketers over the next 12 months.
and retention, through both direct and inbound
channels, demand for skilled marketers with multi-
channel experience will continue to increase.
BUSINESS SERVICES & B2B PERMANENT (ANNUAL) TEMPORARY (DAILY)
JOB TITLE MIN. MAX. MIN. MAX.
CMO 120,000 180,000 700 1500
Marketing Director 90,000 125,000 500 700
Head of Marketing 70,000 90,000 400 550
Senior Marketing Manager 50,000 70,000 250 400
Marketing Manager 40,000 55,000 200 300
Marketing Executive 25,000 40,000 150 200
Marketing Assistant 20,000 27,000 115 150
53
FINANCIAL SERVICES
TOM BROCKTON
Manager
0207 850 6139
Tom.Brockton@emr.co.uk
What key trends have you witnessed in 2016? We put the change down to firms realising the
importance of hiring top talent, who can turn
During 2016 weve witnessed the continued rise their hand to several facets of marketing, without
and success of Challenger Brands and the nimble needing to rely on an external third party resource.
but still growing space of Financial Technology.
These new brands are continuing to challenge the Since the decision to leave the EU have you seen
UK Financial Services status quo and are, arguably, any changes in your market?
more attractive to applicants than mandates
with more established legacy Financial Services Despite much discussion before the result of the
institutions. Brexit vote there has been virtually no change in
the market. Tentative or passive job seekers are still
The Fintech space continues to grow at quite just as eager to review a new mandate and clients
a pace, however there are other less known appetite to hire talent in the market has not been
areas such as crowd funding or Peer-to-Peer dimmed by the advent of the decision to leave the
lenders which also continue to expand. Within EU.
these organisations marketing budgets are being
apportioned to online, prioritising digital PR, SEO What are the main reasons candidates are looking
and digital advertising where ROI can be measured for new opportunities?
more effectively.
Career progression is definitely top of the list in
There has been a noticeable increase in demand for the Financial Services space. Interestingly, and
marketing generalists in the Financial Services space against popular belief from the wider market, salary
over the course of 2016, away from the Challenger increases were not top of candidates rationale for
or Financial Technology space. Our specialist looking for a new role.
Financial Services team here at EMR has been
responsible for placing nearly a quarter more roles As Financial Services firms are increasingly more
that would be deemed to be full-service marketing amenable to flexible working, candidates are
hires. continuing to look to forge a career in the Financial
Services space, rather than look to move into a
54
differing sector (Professional or Business Services Have you seen any changes to salaries and
for example). bonuses and do you anticipate any changes over
the next 12 months?
What key trends do you expect to see over the
next 12 months? This year we have seen an uplift of around 10-15%
of basic salaries start to emerge due to a more
I expect to see the continuation of the flow of talent competitive market amongst financial firms. This
between Financial and Professional Services, where is most apparent from the manager to senior
there continues to be many synergies in the style manager brackets.
and method of marketing.
More generous % bonuses tend to be reserved for
I also expect to see the Financial Technology and either more senior roles (director / head of) and are
Challenger brands taking even more of a foot-hold more typical with Hedge Funds or Private Equity
in the space, attracting talent through their doors owned establishments.
with the promise of a creative role, coupled with the
allure of a potential bumper pay-day if the business
is sold after several years of success.
FINANCIAL SERVICES PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 120,000 180,000 1,250 1,500
Marketing Director 100,000 130,000 750 1,250
Marketing Coordinator 20,000 25,000 80 100
55
FINTECH
TOM BROCKTON
Manager
0207 850 6139
Tom.Brockton@emr.co.uk
What key trends have you witnessed in 2016? generalists have been particularly sought after. The
other area of particular demand has been at the
The UK and more importantly the London market, senior digital level where Fintech firms require a
has successfully been established as Europes hub specialist who can develop and execute a digital
for Financial Technology, there has been a spate of campaign at a minimal cost to the business, an
new key hires across the industry. One of the main important factor when many companies are in their
reasons for this is the close proximity to the wider infancy stage.
investment community and the increasing appetite
for investment over the past 5 years, resulting in the Since the decision to leave the EU have you seen
Financial Technology sector going from strength to any changes in your market?
strength.
Despite much hype across the market, the Financial
There has been and will continue to be a high Technology sector has not been affected in any
demand for marketers with generalist marketing and way since the Brexit vote. The UK and especially
digital experience within the Fintech sector. Areas of London has continued to establish itself as the hub
particular interest include campaign management for the Fintech sector.
and management of all digital channels such as
social media. What are the main reasons candidates are looking
In addition to this, as the Fintech marketplace is still
relatively new, hiring managers need to look outside Fintech is still seen as new, shiny and creative.
of this space for talent, meaning applicants with a Therefore those marketers with applicable skill-sets
strong generalist background (harnessing digital) are keen to test the waters of this new sector to
from other facets of financial services are welcome experience what its like working in a more nimble,
to illustrate an interest. fast paced environment. The lack of perceived
bureaucracy is also an attractive proposition for
There have been some notable roles in high many applicants tired of red-tape in more traditional
demand over the past twelve months, firstly financial services businesses.
product marketing managers and digital marketing
56
As the sector continues to develop there will no As the market continues to mature I expect to see
doubt be an increase in competition, with the B2B salaries increasing year-on-year. We are seeing
sector being particularly competitive. Therefore more senior hires in this space (head of, director of,
those applicants who already have experience CMO) both on a permanent and interim basis which
/ exposure to the Fintech space will likely find suggests companies will begin building up their
themselves in demand and able to command a marketing function and teams.
handsome salary.
FINTECH PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 100,000 180,000 1,000 1,250
57
INSURANCE
RONAK PATEL
Manager Financial and Professional Services
+44 207 850 6154
Ronak.patel@emr.co.uk
What key trends have you witnessed in 2016? with broad skill-sets and I expect that to continue in
2017.
The insurance/reinsurance market has continued
to remain competitive with declining rates leaving Across larger insurers, marketing roles tend to be
businesses searching for returns. Similarly to 2015, more channel specific. Similarly to 2015, direct to
businesses have been investing in their direct to consumer marketing has remained a key trend over
consumer offering, which has resulted in a high the last year and so the demand for candidates
demand for candidates with this background. with strong direct marketing experience has been
particularly high. I have also seen a rise in the
Over the last year, London market insurers and number of D2C candidates who are often expected
brokers have continued to invest in marketing, in to be channel agnostic rather than having a digital
particularly content marketing. With the backdrop or traditional split.
of declining rates and competition, brokers and
insurers are keen to become trusted advisors to Since the decision to leave the EU have you seen
their clients and therefore are producing content any changes in your market?
and market information to position themselves as
market experts. Businesses are placing increased From a recruitment perspective we have been
emphasis on acquiring candidates with a strong busier than ever across the insurance sector. Whilst
background in digital and content campaigns to there was a slight lull in the market just after the
meet their business needs. Teams remain nimble vote, it has very much been business as usual since.
within the London market and thus candidates with No one knows the potential impact of Brexit, but
broader skill-sets are required. for the moment clients need to continue hiring to
remain competitive within the market.
In 2016 I have seen more start-ups, Lloyds
syndicates, challengers and mutual general agents What are the main reasons candidates are looking
hiring marketers, compared to 2015, in many cases for new opportunities?
these are their first marketing hires. Naturally these
businesses often have smaller marketing teams Over the past 12 months the majority of candidates
and thus the demand still remains for candidates looking to move have mostly been driven by career
58
development & progression. Candidates are placing in marketing. In times of uncertainty, convention
emphasis on developing their marketing skill-set can suggest that businesses cut additional costs
through the variety and scope of their work. or non-revenue generating activities, however I
do not expect marketing to be impacted by this,
More than ever before we are also seeing as businesses aim to highlight their brand, key
candidates place significant emphasis on the hiring differentiators and grow market share.
managers impact on their careers and marketers
are looking for mentorship, personal training and Do you anticipate any changes to salaries and
development. We are operating in a buoyant market bonuses over the next 12 months?
whereby candidates have the luxury of considering
a number of roles simultaneously, which quite Given that we are in a buoyant recruitment market,
rightly means that they are selective in how they go businesses have had to compete for talent, which
about choosing opportunities. has led to candidates with in demand skill-sets see
healthy salary increases. In particular, professionals
What key trends do you expect to see over the with digital and content experience have received
next 12 months? good base salaries, a trend I expect to continue in
2017 and beyond.
I expect the increase in competition to continue
and thus expect businesses to continue to invest
INSURANCE PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 150,000 200,000 1,000 1,250
59
PROFESSIONAL SERVICES
ADAM SUMNER
Manager - Corporate
0207 850 6117
Adam.Sumner@emr.co.uk
What key trends have you observed within your have also sought to digitalise their practices, as well
sector over the last 12 months? as marketing, incorporating and promoting big data
analytical capability and measurability.
The B-word - Brexit, spawned new project-teams Finally, the inchoate and perhaps most leftfield
and angles for advice across the partnerships, a theme is one of accountancy firms and
course set by Karen Briggss team at KPMG. LLPs consultancies buying smaller digital analytical,
have since scrambled together virtual teams and design and creative practices notably EYs Seren
programmes to help advise their clients accordingly and Accentures Karmarama.
around tax, regulation, financial reporting,
competition and more. Logically, Brexit is likely to Which roles have been in particularly high demand
benefit Professional Services firms perhaps more over the last 12 months and what has been the
than any other sector, so long as exporting their cause of this?
advice to the EU remains viable and cost-effective.
The second ongoing trend is an embracing of Generalist marketing and business development,
technology which now affects clients in every roles specific to Financial and TMT client groups
sector, and thus the issues LLPs are taking to have certainly shone in their roles as storm-shelter,
market. profit centres; as have mandates to promote
technology services or groups that oversee
Strategy houses have increased their content technology companies and sub-sectors. The
and diversity of proposition, leveraging emerging lines that define technology firms, however, are
industry agnostic themes such as automation of becoming rather blurred as tech and data become
work and artificial intelligence. Law firms have had increasingly central to all organisations.
an insatiable appetite for mergers in an effort to
rationalise costs, play to their strengths and at times Good Business Developers of any seniority and
open new services by transplanting teams of sector style continue to be in high demand against
or service experts. Technology has led to discussion a stubbornly short supply of talent. It remains
of robo-advice across both consulting and legal, a tough department in which to excel, given
with legal firms also leveraging platforms for data the stakeholders to collaborate with, depth of
analytics across case law. Built environment firms knowledge required and purported monotony
60
of pitch and submission cycles. Fee-earners lack Strong personalities who can fly the flag of these
valuable time and experience wearing a commercial departments across the whole business often find
hat, thus the demand for business developers is success and role satisfaction.
almost perfectly inelastic. By comparison, digital
hasnt grown particularly, but traditional design and What key trends do you expect to see over the
events roles have remained stable. next 12 months within your sector?
Since the decision to leave the EU have you Following on from Gideon Spaniers recent piece
seen any changes in your market, and if so what regarding Accentures Karmarama acquisition,
changes have you seen? we expect consultancies to continue moving
into creative and analytics and to keep creating
The major change was the evolution of Brexit at new service lines as geo-politics moves business
first as a talking point, then an excuse not to make goalposts and causes uncertainty in 2017.
decisions and now as leverage for growth and
optimism. Professional firms - with the exception Accountancy firms, such as KPMG Enterprise and
perhaps of the built environment - understand the PwC MyFinancePartner will continue to leverage
opportunity at their feet to advise, no matter the scale and technology to compete for the growth
consequences or degree of certitude. Businesses, and mid-cap ground, as well as boosting their
notably large financial and industrial firms and advisory / consulting streams that both increase
most SMEs trading with the EU, are clamouring employee diversity and hold potentially uncapped
for lighthouses and waypoints, yet these are not revenue in relation to classic assurance and tax
forthcoming from parliament, hence PS firms are lines.
sensibly staying close to their clients as an agony
aunt, poised to advise as each policy decision is Have you seen any changes to salaries and
unveiled. bonuses and do you anticipate any changes over
the next 12 months?
What are the main reasons candidates are looking
for new opportunities? Very little movement, although the strongest
candidates can still stretch financial bandings when
Reward packages aside, the main reason is often direct competitors enter into a bidding war, or when
due to culture. Marketing and BD means has a hiring rare skill sets such as automation specialists
different standing within each board room and and client feedback programme managers.
this dictates attitude, growth and investment,
resources and cultural norms. We are told that
many firms are inflexible, unable to invest, under-
appreciative or simply apathetic towards the two
departments which lowers ones growth ceiling
and ultimately interest in a role. This attitude is
often down to misunderstanding the value and
potential of Marketing and BD; and an inability
to directly quantify its return on investment.
61
PROFESSIONAL SERVICES PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 120,000 200,000 1,200 3,000
Head of Marketing 70,000 120,000 300 1,000
62
INVESTMENT MANAGEMENT
ADAM SUMNER
Manager - Corporate
0207 850 6117
Adam.Sumner@emr.co.uk
What key trends have you witnessed in 2016? big-data search and analysis, and many varieties
of customer/investor aggregation. Notably and
This has been the year of passive investments. Firms similarly to banks - infrastructural issues still linger
focusing solely on these products have emerged despite these new entrants, as data migrations
and tussled to maximise the high demand from remain high-risk for businesses with older legacy
both institutional and wholesale investors. Many platforms.
established fund managers have also pivoted
towards evolving and promoting their passive Which roles have been in particularly high demand
funds, notably Vanguard and JPMAM, elbowing over the last 12 months and what has been the
into iShares circle. Further to this, Smart Beta has cause of this?
become a key product development avenue which
has elevated the space beyond the traditionally dull- Generalist positions for those with exchange-traded
yet-reliable index-tracker. fund marketing experience have been in high
demand, as have those with global stakeholder
A second emerging trend is a commitment to and segment experience. Demand for institutional
D2C platforms and a focus on user experience as and wholesale marketing has been flat, whilst
a competitive advantage. Hargreaves Lansdown knowledge of the subtleties of high-net-worth
had set the bar for many years, but firms both new marketing continues to be valuable as wealth
and old are beginning to leverage technology and managers and private banks pivot their business
marketing to design a new, more seamless direct to models toward service quality and depth.
consumer experience.
We have seen evidence of marketers from non-
The main growth area has been fringe service financial backgrounds moving into wealth as
provision to the investment management world, a a product of this shift. A notable demand for
growing segment of the FinTech movement. Tech brand and product development specialists was
businesses have seized opportunities to provide also observed as businesses have increasingly
agile outsourced offerings, typically deployed as felt pressure to re-proposition and refresh their
managed cloud-based services. Popular services portfolios and missions.
include data storage and security, customisable
63
Since the decision to leave the EU have you seen What key trends do you expect to see over the
any changes in your market? next 12 months?
Since Brexit, hiring has rebounded somewhat, but We expect digital-only or digital-first solutions to
further unanswerable questions regarding post-EU continue to grow and businesses to wear badges
capital tariffs and regulation loom as do domestic such as fee transparency or user experience. This
regulatory changes. In terms of marketing albeit is likely to involve app-based platforms for direct
not always point one on boards agenda this and intermediary investors. We also expect firms to
meant a big pause in strategic expansionary roles, leverage opportunities for re-branding, repositioning
coupled with greater hiring of contractors and or even robo-advice. Institutional marketing is likely
budget-trimming through minimising events and to evolve incrementally through increasingly, cost-
project capex. effective, digitalised events including interactive
webinars and smarter digital content assets and
What are the main reasons candidates are looking native advertising.
Do you anticipate any changes to salaries and
Shorter project and product lead times, greater role bonuses over the next 12 months?
diversity and marketing risk-taking have frequently
been mentioned by most as key drivers, with the Salaries have not grown, nor do we expect them to
fear of growing SME and start-up role-security no do so next year, but where daily rates are available
longer considered the deterrent as it once was. these could be lucrative if Boards commit to their
This is true at most levels but most particularly investments. Younger firms offering equity and
with seniors. This is steadily to shorter tenures more complex variable compensation schemes are
and a general openness to leaving permanent beginning to shake up traditional banding-based
employment for a contract as businesses grow and reward policies.
fade faster.
64
INVESTMENT MANAGEMENT PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 130,000 220,000 600 2,500
Head of Marketing 70,000 140,000 350 1,500
65
LEISURE & TRAVEL
GEORGE ELLIOTT
Consultant
0207 850 6163
George.Elliott@emr.co.uk
What key trends have you witnessed in 2016? to analyse customer trends e.g. where they like
to travel, eat and drink and even what they may
We have noticed Marketing Directors giving much be interested in next. Obviously this information
more focus to mobile marketing when looking at is a huge advantage for businesses within the
their strategy across the board. Busier lives mean industry and so CRM experts continue to be in high
consumers are seeking to save time, meaning they demand.
are often looking for easier methods of dining,
booking travel and accommodation. With 21% of Since the decision to leave the EU have you seen
all hotel bookings now taking place on a mobile any changes in your market?
device and on-demand services such as Deliveroo
and Just-eat becoming increasingly popular, its not There was a decline in senior appointments up until
hard to see why this trend is growing. the Brexit vote, as businesses waited to hear the
decision before tailoring their strategy accordingly.
As with the majority of sectors, the hospitality, Very much like the vote, there has been a real
leisure and travel sector has been deeply impacted divide in attitudes towards this. Many businesses
by health, fitness and nutrition. Due to the are holding fire on their marketing investments until
increasing importance of these factors, companies they see what happens in the long-term. However,
have had to expand their service offering or adjust many are taking a business as usual approach,
their proposition to match the changing needs of tailoring their strategy and continuing the attempt
consumers. For example, many businesses within to grow.
the sector now need to look at how they can
incorporate healthier options into their menus and What are the main reasons candidates are looking
offer health and wellbeing holiday options. for new opportunities?
CRM has been a growing area for a number of As well as the classic motivators such as work-life
years now within the sector. As CRM technology balance and the desire for a new challenge, the
continues to improve, so to have the ways in which majority of marketers are conscious of their digital
hospitality, leisure and travel businesses are able skill-set and want to work for an innovative and
66
digitally savvy business. If their current employer
fails to provide this up-skilling environment, many Do you anticipate any changes to salaries and
will look to find it elsewhere. bonuses over the next 12 months?
What key trends do you expect to see over the As digital becomes more of a focus for so many
next 12 months? marketing positions, two main changes have
occurred in businesses. Firstly, there has been
I expect to see businesses continuing to steer their an increasing drive for personally targeted bonus
marketing strategies towards digital channels and schemes instead of companywide ones, as the
to continue finding new ways to track customer ability to track a marketers performance is now
behaviour, resulting in a much more direct and easier than ever. Secondly, as certain skill-sets such
personalised communication between businesses as mobile marketing are high in demand, businesses
and their consumers. are willing to pay premium salaries to secure
candidates with good experience in these areas.
LEISURE & TRAVEL PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 130,000 200,000 700 1,500
67
RETAIL
WENDY GRAY
Senior Manager
0207 850 6156
Wendy.Gray@emr.co.uk
What key trends have you witnessed in 2016? were hesitant to continue with their hiring post the
decision to leave, the market has since picked up
The focus on data has been a major trend across and it very much seems to be business as usual.
the industry in the last year. Whilst customer
acquisition is important, many retailers have What are the main reasons candidates are looking
focussed heavily on customer retention through in- for new opportunities?
depth analysis of data by understanding customer
trends. By analysing the customer more closely, The majority of candidates have looked to move on
businesses are able to provide new or improved due to a lack of opportunity to progress and grow
products to meet demand and increase repeat in their role and company. As a candidate begins
sales. This also tends to be a more cost effective to feel their learning curve flatten out they will
approach from a marketing perspective and often often seek out a new challenge. We are also noting
drives higher ROI than new customer acquisition. more and more candidates on the lookout for an
improved work-life balance and the opportunity
As a result of this, the majority of retail businesses to work in a forward thinking, innovative business
have been growing out their digital marketing that value and recognise the importance of talent
teams, particularly in the analytics and customers retention.
acquisition area. Experts across CRM, email, social
media and planning have been in high demand as What key trends do you expect to see over the
businesses try to understand the customer and their next 12 months?
shopping patterns and then create strategic plans to
maximise sales potential. With businesses becoming smarter with their
customers, learning more about them, trying to
Since the decision to leave the EU have you seen be more competitive in providing them with the
any changes in your market? product or service they require - when they need
it; I expect there will be a continued drive for
In the build up to the Brexit vote we certainly professionals with data and analysis experience in
witnessed a slow-down in activity from clients 2017.
within the retail space. Whilst businesses at first
68
Traditional marketing and digital roles are also still has resulted in an increase in opportunities and
in high demand and I expect this to continue as salaries over the last year. With the same trend
retailers look to ensure that 360 degree strategies looking set to continue for the year ahead, I
are created. anticipate salaries for digital experts will continue
to rise, particularly for specialist within data and
Do you anticipate any changes to salaries and analytics.
bonuses over the next 12 months?
The increase in digital engagement with customers

and the tracking of ROI for all marketing activities
RETAIL PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 130,000 180,000 700 1,500
69
CHARITY & EDUCATION
ELISSA BENJAMIN
Consultant
0207 850 6140
Elissa.Benjamin@emr.co.uk
The education sector has experienced significant
disruption in the last twelve months, as a result of The majority of business leaders recognise that
the rise in alternative providers. We have witnessed it is likely to take a couple of years before the full
the popularity of online / distant / remote learning impact of Brexit can take effect and as a result, we
which has revolutionised the way students engage havent yet witnessed any dramatic level of change
and is becoming increasingly more widespread. across the industry. However, decision makers are
This has put pressure on the traditional providers naturally being extra cautious when it comes to
who are experiencing higher levels of competition budget and hiring decisions.
than before.
What are the main reasons candidates are looking
The biggest growth areas have been in digital for new opportunities?
learning providers, who are offering much more
flexible courses, which are popular with those Candidates have mostly been looking to progress
who are time-poor and require flexible schedules. their careers. Marketing teams in the education and
Students are able to learn as and when through charity sectors tend to be quite lean with limited
recorded classes and online tutorials providing a growth opportunities which results in candidates
whole experience of learning. needing to explore the market to step up.
As a result of these changes across the industry What key trends do you expect to see over the
we are seeing demand for highly skilled digital next 12 months?
marketers rapidly increase. Education providers
require experts who can effectively run high level I expect to see the increasing use of social media
digital campaigns and who can effectively measure and digital channels to acquire new students/
and analyse performance. supporters within the charity and education sectors.
70
The smaller charities are often overshadowed Do you anticipate any changes to salaries and
by the larger organisations with more marketing bonuses over the next 12 months?
budget, so they need to be creative and use their
budget wisely to differentiate themselves and build We have seen a huge surge in demand for
their brand and supporters. marketers with experience in customer journey and
user experience. These are niche skills and they
can often command very lucrative day rates.
CHARITY & EDUCATION PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 80,000 140,000 500 850
Director 60,000 80,000 300 500
Head of 50,000 60,000 275 300
Senior Manager 45,000 50,000 250 275
Manager 30,000 45,000 150 200
Executive 24,000 35,000 130 150
Assistant 20,000 24,000 110 130
Coordinator 18,000 22,000 100 120
71
MEMBERSHIP BODIES
ELISSA BENJAMIN
Consultant
0207 850 6140
Elissa.Benjamin@emr.co.uk
What key trends have you witnessed in 2016? takes effect, and some havent witnessed a dramatic
level of change as yet. However, decision makers
Over the last year weve seen the continued rise of are naturally being extra cautious when it comes to
the flexible work force, which presents challenges budget.
to membership bodies, as they have to justify the
fees their customers are paying. Membership to What are the main reasons candidates are looking
many professional bodies is seen as a luxury to the for new opportunities?
majority of businesses and individuals, so they are
one of the first benefits to be eliminated in turbulent Most professional bodies are not-for-profit, so
economies. they typically have a slower pace compared to
companies within the private sector. The decision
The biggest growth area across the sector has been making process can be drawn out, causing
within membership engagement. Professional frustration amongst professionals who want to work
bodies are continuously required to provide added in a more dynamic environment, therefore one of
value to their customers through additional benefits the most common reasons candidates move is to
and unique propositions to keep retention rates up. seek a greater challenge in a more commercial
environment.
As a result of these changes, professionals with
product and propositions experience are in growing What key trends do you expect to see over the
demand along with experts in key digital channels. next 12 months?
Marketers within the industry are constantly being
challenged to offer products and services that are In the next 12-24 months, we expect to see
relevant to their audiences. changes in trading regulations as a result of Brexit,
which will have an impact on many sectors and
Since the decision to leave the EU have you seen professional bodies will have a significant role to
any changes in your market? play in representing the views of their members.
This will likely create a rise in demand across these
Many business leaders recognise that it can take organisations to support their members and result
a couple of years before the full impact of Brexit in increased marketing.
72
Do you anticipate any changes to salaries and
bonuses over the next 12 months?
Salaries within the sector have traditionally been

fairly stagnant, but we anticipate increased
stakeholder engagement and communications
to play an important role moving forward, so
candidates with this skill-set will potentially have
higher bargaining power for salaries and day rates.
MEMBERSHIP BODIES PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 80,000 130,000 500 800
Director 70,000 90,000 300 500
Head of 50,000 60,000 275 300
Senior Manager 45,000 50,000 250 275
Manager 30,000 45,000 150 200
Executive 24,000 35,000 130 150
Assistant 20,000 24,000 110 130
Coordinator 18,000 22,000 100 120
73
TECHNOLOGY, MEDIA & TELECOMS
SHEENA POPAT
Consultant
0207 850 6178
Sheena.Popat@emr.co.uk
Throughout 2016 we have seen the continued
growth of mobile across the UK. The importance With negotiations still to commence and full clarity
of mobile marketing has therefore been one of the still some way off, uncertainty with tech firms and
biggest trends across the tech, media and telecoms investors will remain a key issue. Businesses are
sector and will likely continue to be one of the unable to gauge how regulations will impact them
biggest in 2017. and so the recruitment market has quietened down.
British tech start-ups feel less confident in hiring
We have also witnessed the use of digital media at present as confidence in the sector has taken a
and technology in marketing no longer be separate knock.
entities, but rather as a fully integrated part of the
full marketing strategy. What are the main reasons candidates are looking
There has certainly been progression across the
industry with many marketing teams moving Candidates are always curious about new
towards the integrated planning of digital and challenges. The main drivers include looking for
traditional activities. We have typically seen digital a new opportunity, up-skilling, career progression
and marketing sit as two separate functions within and a desire to be a part of larger or exciting
many businesses, but are beginning to see these transformation projects. To be involved in
merge into one all-encompassing team. something innovative and potentially pioneering
in the technology world is always sought after by
As a result of the above trends there has been an marketers.
increase in businesses seeking professionals with
vast mobile marketing experience. Candidates with What key trends do you expect to see over the
experience of mobile enterprise, app development next 12 months?
and IOT have risen significantly in the last 12
months. I expect we will see the continued growth in mobile
usage throughout 2017 and therefore increased
74
demand for experts within this field. The importance Social, Mobile, Analytics and Cloud drives business
of mobile marketing has rocketed and will continue innovation and so the need to hire these particular
to be a major trend as it is more dominant than skill-sets will be a key driver.
ever.
TECH (IT, SOFTWARE AND

PERMANENT (ANNUAL) TEMPORARY (DAILY)
CONSUMER ELECTRONICS)
CMO 120,000 200,000 1,000 1,750

Head of Marketing /
80,000 130,000 400 700
Product / Channel
Senior Product Manager 65,000 75,000 300 400
Product Manager 45,000 60,000 200 300
MEDIA & TELECOMS PERMANENT (ANNUAL) TEMPORARY (DAILY)
CMO 120,000 200,000 1,000 1,750

Head of Marketing /
70,000 120,000 400 700
Product / Channel
Senior Product /
55,000 70,000 300 400
Proposition Manager
Marketing / Campaign /
CRM Manager
35,000 60,000 200 350
75
DIGITAL
MATTHEW BERNEY
Manager
0207 850 6171
Matthew.Berney@emr.co.uk
What key trends have you witnessed in 2016? Performance and Acquisition roles have always
been the lifeblood for EMRs Digital team, but
Programmatic is the word that has been on recently and partly because of a recent shift
everyones lips for a while and this form of towards customer-centricity, there has been an
advertising was thought to have taken 60%+ of the influx in CRM / Data / Insights roles. Our clients
digital display market in 2016. The use of software are really aiming to ensure they have the most
to buy digital advertising, as opposed to the segmented databases possible so that they are in
traditional process that involves human ad buyers turn able to pull the best insights to help form and
and actual negotiations, was always something that align their marketing campaigns.
would snowball.
Since the decision to leave the EU have you seen
Although weve almost exclusively seen any changes in your market?
Programmatic trading in the online ad space, there
has been an increase in media organisations looking It is probably still a bit too early to have seen any
at ways to sell other forms of media in this way, obvious changes to the Digital industry since Brexit,
including OOH advertising. but I feel that over the coming years the landscape
will probably change the way that London does
Weve witnessed more growth than ever in the last business. London is currently the European
12 months and 2016 seemed to be the year of the epicentre for Tech and Digital, however Tech/Digital
customer. A number of organisations that we have innovators and entrepreneurs may think twice about
been working with have been talking about their choosing to set up in London now if their access to
shift in focus to customer-centricity. We have been global talent and global markets is restricted.
hearing our clients talk about and place emphasis
on, Customer Experience, Customer Journeys and What are the main reasons candidates are looking
Customer Insights which has lead to an upturn in for new opportunities?
these types of positions.
Its no secret that Digital is one of most rapidly
advancing and ever-changing industry spaces, so it
76
would probably come as no surprise that one of the What key trends do you expect to see over the
main reasons we hear that candidates are looking next 12 months?
to move is for career progression.
Customer-centric thinking and a closer
Obviously moving for career development is understanding of customers evolving needs will
nothing new, but in the digital space the best inevitably lead to an increase in mobile usage as
candidates are conscious of not being left behind. there continues to be an upward curve in smart-
With the ever-changing trends, good candidates phone usage and messaging, therefore marketing
may ask themselves, is my company utilising campaigns will reflect this.
Programmatic as well as it could be? or We have
all this data, so why is no-one providing me with Artificial Intelligence has been bubbling away for
actionable insight? And if the answers to these a while now, but we should expect to see it arrive
questions dont suffice then they will likely be in earnest this year as more and more companies
looking to move. will adopt the use of bots for their customer service
functions as a very cost-effective way of providing
dialogue between the consumer and the business.
DIGITAL PERMANENT (ANNUAL) TEMPORARY (DAILY)
CDO 120,000 150,000 800 1,200
Director 100,000 120,000 500 700
Head of 80,000 100,000 400 500
Senior Manager 60,000 80,000 350 400
Manager 40,000 60,000 200 250
Executive 30,000 40,000 150 200
Assistant 25,000 30,000 125 150
Coordinator 20,000 25,000 100 125
77
COMMUNICATIONS
MUKSHEEDA BOODHOOA
Senior Consultant
0207 850 6167
Muksheeda@emr.co.uk
What key trends have you witnessed in 2016? on creating engaging content whether it is for
distribution through the intranet or through press
Integrated communications has been a key trend releases to the media.
during the last year. Our clients have been looking
for candidates with experience in all facets of Since the decision to leave the EU have you seen
communications, maintaining their specialism but any changes in your market?
also having experience in internal communication
and PR along with digital communications / social Across the communications industry we have yet to
media in order to achieve a multi-channel approach see any major change in the market, however there
to their strategies. is of course the underlying anticipation that there
may be changes taking place next year. Businesses
Digital communications continued to grow and are looking to prepare for this, but at this moment
become a key part of the strategy for both PR in time it is too uncertain to predict if or how it will
and internal communications plans. Employee affect the industry. There is still high demand for
engagement has also been high on the agenda talented candidates within the market.
as businesses recognise the need to further
engage their employees in order to create a more What are the main reasons candidates are looking
productive work force, especially if the organisation for new opportunities?
is going through a major change programme or
restructure. Candidates are primarily looking to grow and
expand their skill-sets, in particular within digital
Hybrid internal / external / digital communications communications, as the demand for integrated
roles have become more in demand within the communications continues to increase. Businesses
industry, especially utilising content as a key skill. that are willing to invest in training and development
Content is being communicated continuously are therefore likely to be highly desirable
through various channels both internally to a organisations to work for amongst candidates.
business and externally to the media and the
public. As a result, there has been a notable focus
78
Collaboration and content will be key. As Salaries have remained quite consistent over the last
integrated disciplines are evolving, collaboration year. However as digital communications evolves
amongst colleagues and departments will be of and becomes more in demand, its likely that we
paramount importance. This includes the sharing will see a rise in basic salaries for candidates with
of information and creating combined engaging this skill-set.
messages to be distributed across multiple channels
to reach employees or externally to the media and
customer audience.
COMMUNICATIONS PERMANENT (ANNUAL) TEMPORARY (DAILY)
Director 90,000 120,000 700 1,500
Head of 80,000 100,000 500 700
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
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INVESTOR RELATIONS
MUKSHEEDA BOODHOOA
Senior Consultant
0207 850 6167
Muksheeda@emr.co.uk
Over the last 12 months, we have seen more
recruitment activity at the Investor Relations At the beginning of the year we started discussions
Manager level. This trend on the candidate side with a number of small AIM listed companies who
is continuing, with experienced capital market began to think about an in-house IR resource for
professionals leaving the investment banks from the first time which has been nothing out of the
corporate broking, equity sales and the sell-side ordinary for EMR. However, only about half of these
and searching for a career move into Investor discussions materialised into roles while others
Relations. As such, IR remains an extremely popular decided the timing wasnt right for this investment
and appealing career choice for many working with the referendum in sight and the future
professionals, not least for its longevity. With uncertain.
this continued movement, there is an ongoing
imbalance of supply and demand resulting in Clients are now increasingly cautious in adding
an extremely overcrowded and competitive headcount to their business unless it is absolutely
marketplace. necessary to do so. Furthermore, a slowdown in the
IPO market in the UK will limit any further growth in
In 2016 private equity made up a large proportion of the IR job market for the short term.
UK IPOs and we have seen a growing number of IR
opportunities in the PE space including fundraising What are the main reasons candidates are looking
roles. for new opportunities?
Most recently we have seen an increased demand Reasons for candidates changing job roles remain
for contract hires compared to permanent hires due unchanged from previous years, with the majority
to employees leaving for various reasons including of candidates seeking career progression, higher
maternity leave as well as some permanent level of seniority and increased salary packages.
headcount freezes in places post Brexit. In addition, there are still a large number of
professionals who are keen to make career changes
80
from the sell-side and buy-side to corporate What key trends do you expect to see over the
investor relations. Where this is the case, candidates next 12 months?
are usually taking a significant salary cut in order to
make this change and are happy to do so. We expect to see many professionals continuing
to make the move into investor relations. We also
expect to see businesses aiming to attract talent
through direct applications and their own network
before reaching out to specialist agencies.
INVESTOR RELATIONS PERMANENT (ANNUAL) TEMPORARY (DAILY)
Director 100,000 200,000 700 1,500
Head of 90,000 130,000 500 700
Manager 50,000 90,000 300 600
Assistant 30,000 45,000 150 250
81
SENIOR APPOINTMENTS
BEN STEVENSON
Commercial Director
0207 850 6164
Ben.Stevenson@emr.co.uk
What key trends have you witnessed in 2016? theyll quickly pass it up for another job opening.
Ask any business about its top challenges for 2016 We have also seen a continuation of all things
the odds are good that recruiting and retaining digital. A number of senior marketers whose careers
talent were on that list. Smart companies know that have by-passed acquiring hands-on digital skills,
theyre only as good as their best employees and are looking to up-skill and take external training
will prioritise seeking out the top talent for their courses, such as Squared Online to round out their
organisations. skills and enhance their employability.
At the senior end of the market we have had great Which roles have been in particularly high demand
success in working with businesses to identify over the last 12 months and what has been the
and secure the best senior leadership talent in the cause of this?
market.
The continued rise of start-up organisations has
Businesses are increasingly looking to reduce created new and exciting positions not always with
recruitment costs, however, the downside of doing the best salaries on offer, but with plenty of upside
so means that the best talent is often ignored and should the business grow enough and achieve
we have had numerous conversations with senior acquisition. Our senior appointments division saw a
candidates who are beginning to move away from 30% increase in roles at the senior level from those
applying for roles on LinkedIn as they are not given in 2015. The majority of these roles were Marketing
the quality of service they expect. Often this is Director or Head of Marketing but we also saw an
down to volume of applicants and the recruitment increase in our Digital and Communications senior
manager not having capacity, or possibly even the level hires as well.
skill to manage the process end-to-end.
Since the decision to leave the EU have you
Todays job seekers know their worth and are seen any changes in your market, and if so what
aware of the competitive landscape. They see changes have you seen?
opportunities everywhere, if one employer takes
too long to respond or makes it difficult to apply, The decision to leave the EU undoubtedly had
82
an impact on the senior end of the market with Have you seen any changes to salaries and
reorganisations taking place particularly across bonuses and do you anticipate any changes over
larger corporate businesses. In small businesses the next 12 months?
and start-ups however, the need for a senior,
experienced marketer has remained critical to a Salaries at the top end of the market have remained
businesss success and so hiring within this area has competitive and what has been surprising is that a
not been impacted. number of organisations we have worked with have
not had any issue finding additional funds to secure
What are the main reasons candidates are looking their first choice candidate. Looking into 2017 we
for new opportunities? expect a similar story. A number of businesses have
their plans set, funding in place and now they need
Candidates at the senior end of the market are to get on and hire the best people for the job at
often looking for their next role because they are hand, with the referendum in sight and the future
not currently challenged in their position, or they uncertain.
have successfully completed a significant project(s)
and the road ahead for the moment appears to be Clients are now increasingly cautious in adding
business as usual. headcount to their business unless it is absolutely
necessary to do so. Furthermore, a slowdown in the
What key trends do you expect to see over the IPO market in the UK will limit any further growth in
next 12 months within your sector? the IR job market for the short term.
There is a push towards programmatic marketing

and marketing leaders who can harness this most
effectively will be in high demand. Another area
of continued focus is that of content marketing
and being able to push this to the most relevant
consumers.
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CONTRACT & INTERIM
BEN STEVENSON
Commercial Director
0207 850 6164
Ben.Stevenson@emr.co.uk
What key trends have you witnessed in 2016? We have seen this present itself in 3 ways. Firstly
maintaining the status quo, Brexit did not hit
Contracting remains a popular choice for the market as hard as anticipated. There was a
businesses trying to backfill permanent hires, or sentiment of keep calm, weve seen what worse
looking to add superior or specialist marketing case looks like and we dont need to panic.
knowledge across project work. We have seen
marketing contractors brought in at senior levels Secondly there was a notable pause in some
to hold the fort whilst company restructures take recruitment processes and a review at more senior
place. This often allows the contractor to avoid levels on hiring plans, but backfill hires were still
the politics associated with these often sensitive important and in most cases proceeded.
matters. Businesses that were in start-up or growth mode
remained relatively unaffected as their plans to take
Digital marketing continues to show the most market share remained in place as did their hiring
growth, particularly around areas of UX where the plans.
most talented contractors are able to pick and
choose what they want to work on and earn the The third trend we observed was that of global
best rates. companies, or those with European offices, moving
international roles back into these regions where
This year we have seen designers and digital UX they had previously been based in London.
specialists to be in particular high demand. In areas
of core marketing contractors who can fit into a What are the main reasons candidates are looking
team well and demonstrate they can deliver ROI for new opportunities?
have also been in demand.
Marketing contractors are occasionally driven
Since the decision to leave the EU have you by higher rates for the same work elsewhere. As
seen any changes in your market, and if so what contracts come to an end contractors typically fall
changes have you seen? into one of two categories, those that need to find
84
their next role immediately and may even cut their command the highest rates and continue to be
current commitment short if needs be and those highly sort after.
who are less time bound and happy to wait until the
right role comes along. 2017 Outlook
Have you seen any changes to salaries and With the uncertainty of the full impact of Brexit and
bonuses and do you anticipate any changes over the lack of clarity moving forward, businesses may
the next 12 months? look at interim solutions to cover these times of
uncertainty. As permanent candidates move on to
Large scale rate reductions were implemented new challenges we anticipate there may be some
across large financial organisations as a cost saving hesitation to back-fill permanent roles immediately
measure. This caused some contractors to move to and interim professionals will be used to fill the
better rates in competing organisations, however, void. Contracting will remain a popular choice in
with the contract market far from buoyant the 2017 for projects with defined timeframes such
majority of professionals took a hit and enjoyed as re-branding, CRM implementation and change
continuity of their role. communications.
Those with specialist skills such as UX design could
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6
86
FUTURE MARKET
& EXPECTATIONS
Article: Top Technology Trends Set 88
to Impact Marketers in 2017
Market & Economic Outlook 90

Salary Expectations 93
Article Businesses Exercise 94

Caution in the Wake of Brexit
87
TOP TECHNOLOGY TRENDS SET TO IMPACT
MARKETERS IN 2017
The modern age of constant connectivity and Big data
advanced technology makes for an interesting
professional landscape. Marketers now have access Marketers can prepare for information overload in
to an increasingly vast number of tools that can 2017, with big data, small data and website analytics
help them target, reach and research potential all contributing to a much more accurate analysis
and existing clients, with technology playing an of customers and their habits. Data isnt new to
important part in the way marketing is conducted. the marketing world, but continually upgrading
analytics software across a variety of platforms
2017 will bring with it a variety of new opportunities means industry experts will be able to delve deeper
for the marketing industry, as our survey results than ever before. Big data will be used for increased
highlight. But what do professionals make of the personalisation in the marketing sphere and can
new technology trends set to emerge this year? also go further in helping organisations establish
attribution and the customer journey.
Virtual and augmented reality
IoT
If theres one thing we can pinpoint as the emerging
technology for 2016, its virtual and augmented The Internet of Things, or IoT as its more
reality. The distinction between the two lies in commonly known, has allowed societys smart
what the technology delivers for the user. Virtual devices to become more intuitive and efficient. As
reality creates a digital version of a real-life setting, devices continue to improve and technological
while augmented reality enhances and overlays advancements are made in terms of how they
the real world with virtual elements. Virtual reality connect and communicate with each other,
technologies are emerging onto the gaming and marketers will be tasked with creating content
everyday consumer markets and could ease their that can adapt and respond to a new range of
way into the marketing industry in 2017. devices. Such is its power that 51% of the worlds
top global marketers predict the IoT to revolutionise
With headsets offering a cinematic experience for the marketing landscape by 2020, according
users, marketers would be wise to work on their to Marketo. In 2017, marketers will have more
video production skills to help create better - and opportunities to analyse data provided by smart
more memorable - brand and product experiences devices, allowing them to more effectively target
for customers. Content marketing will be enhanced their audiences.
by the storytelling capabilities of VR, and the relative
novelty and excitement surrounding this technology
presents the perfect opportunity for marketers to
engage new technologically-curious and capable
audiences.
88
AI
Artificial Intelligence (or AI) has been on the

marketing radar for years, but rapid advances in
technology now means it has the potential to really
impact how industry professionals work. Some
have speculated that AI will eventually replace
marketers - particularly those who produce content
- as capabilities increase, however it will be more
interesting to see how marketers who work in
collaboration with AI, rather than against it, can
really harness its potential. AI could potentially help
marketers with personalisation, automation and
data analysis, which can only serve to improve how
the industry operates into the future.
Chatbots and virtual assistants are another form
of AI that could see the marketing landscape
transformed, allowing for more communication
between brands and consumers. Savvy
organisations will incorporate brand personality
into their chatbots to ensure customers have a
personalised experience, and its expected that
eventually robots will become almost as fluent as
humans themselves.
Its an exciting time for marketers as technology

continues to make a major impact on the ways we
work.
89
MARKET & ECONOMIC OUTLOOK
Overall, how do you feel about the future of the UK economy over the next 12 months?
1% 7%
20%
Extremely 32% Extremely
Optimistic
36% Pessimistic Pessimistic
Optimistic Neutral
Since the decision to leave the EU have you seen

any changes to...
Optimism in the UK economy took
Hiring within a significant drop year-on-year with
your business? 6% 26% 68% a 43% decrease in respondents
who stated they felt either
optimistic or extremely optimistic
about the future of the economy.
Budgets within
your marketing 4% 31% 65%
department?
Staff retention? 3% 23% 74%
Yes, an increase
Yes, a decrease
Whilst the majority of businesses
No change
witnessed no significant changes since
the decision to leave the EU, a quarter
have experienced a decrease in hiring
and staff retention whilst nearly a third
of respondents have seen a reduction
in marketing budgets.
90
What are your expectations for your business in the next 12 months?.
Budget cuts 36%
Business process / policy changes 35%
Profitability of business 33%
Salary increases 29%
Increase in staff recruitment 29%
Salary freezes 28%
Recruitment freeze 28%
Job cuts 18%
Cuts in funding for staff training 16%
16% Over a third of

Greater focus on regulatory issues marketers are
expecting to see
Increased spend on staff training 14% budget cuts in 2017.
More money available for future 12% Only 29% of marketers

investment expect to see an increase
in staff recruitment in the
None 8% year ahead, down 11% from
2016 figures.
Salary decreases 5%
With uncertainty around the UK
economy, 28% of professionals
expect to see salary freezes
within their businesses over the
next 12 months.
91
Do you anticipate changing jobs in the next 12 months?
45% 31% 25%

2017 looks set to be a time of
Yes No Unsure
change for many professionals
with 45% of respondents
intending to move to a new role
in the year ahead.
Overall, do you see marketing as your long-term career path?
73% 7%
Yes No
UNSURE
20%
Since our 2015 survey weve
seen a gradual decline (7%) in
the number of professionals
who see marketing as a long-
term career path.
92
SALARY EXPECTATIONS
Do you expect a salary increase in your current role in the next 12 months?
Yes, 0 - 5% 44%
Yes, 6 - 10% 17%
Yes, 11 - 20% 7%
Yes, more than 20% 3%
71% of professionals
No, I expect it to remain the same 28% expect to receive a pay
rise in 2017, whilst only
No, I expect a salary decrease 1% a quarter expect to see
no change in salary.

Do you expect a salary increase in your current role in the next 12 months?
Yes, 0 - 5% 13%
Yes, 6 - 10% 16%
Yes, 11 - 20% 9%
Yes, more than 20% 6%
No, I expect it to remain the same 51%
No, I expect a salary decrease 6%
Only 44% of Freelance

/ Temporary / Interim
professionals expect to receive
a salary increase in the next 12
months.
93
BUSINESSES EXERCISE CAUTION IN THE
WAKE OF BREXIT
2016 was an unsettled year for many industries, This looks set to continue into the New Year, with
and its no different in the marketing world. 36% of marketers predicting budget cuts in 2017.
Marketing professionals economic outlook over
the next 12 months is largely pessimistic but there More than a third also expect to see changes in
are some positives to look forward to, including business process and policy, which is no surprise in
29% of marketers expecting to see an increase a post-Brexit market. Many decisions were put on
in recruitment in 2017. While there is still some hold in the lead up to and immediate aftermath of
uncertainty about how the move may impact the the Brexit decision, so we expect a more decisive
marketplace, it will be interesting to see how the market as the dust settles on the vote.
industry will respond to upcoming changes.
New opportunities in 2017
An uncertain future creates waves
2016 results show the UK grew at the fastest rate of
Within EMR, weve witnessed market uncertainty any of the G7 countries, growth in the six months
around the future impact of Brexit and expect many following the referendum was significantly stronger
businesses to remain cautious when it comes to than expected and the 2017 growth forecasts have
investment and hiring. This is reflected in the figures already been appreciably improved both by The
which show a 43% decrease in optimism in the UK Bank of England and the EU.
economy in the wake of the decision, which is a
significant drop from the previous years figures. Additionally, early 2017 trading has been
encouraging, we have already seen a lot of positive
While the ultimate decision to leave the European activity within the recruitment market, with many
Union has shocked many within Britain, how this businesses looking to start hiring processes and
will play out in the professional world has yet to be marketers considering new opportunities. With
decided. This means that while market confidence 45% of professionals saying they will look to make
is subdued, it remains to be seen exactly how much a move within 2017, there could be good news on
marketing professionals and the wider industry will the way for the market.
be affected.
A mixed year for recruitment
2016 started strongly for many businesses, with

investment and hiring on the up. In fact, the
majority of businesses have witnessed no significant
changes since the decision to leave the EU,
although just under a third have seen a reduction in
marketing budgets.
94
ABOUT US
EMR is a specialist marketing recruitment agency.
We cover everything from core marketing through
to digital, communications and investor relations.
Weve always believed that marketers have the

power to shape the future of businesses and that
many of todays marketers will be the future CEOs,
MDs and entrepreneurs of the digital age.
Our goal is simple, to bring together the industrys
most talented and innovative professionals with
marketing teams and businesses across all major
sectors.
Acknowledgements
Wed like to take this opportunity to thank everyone

who kindly completed this years 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:
salarysurvey.uk@emr.co.uk
Disclaimer
This research was carried out by means of an

electronic questionnaire and supplemented
with data and market information that EMR has Salarysurvey.uk@emr.co.uk
access to. The results are provided as generic +44 (0)207 850 6200
market information only. EMR does not make any
warranties regarding the use, validity, accuracy or www.emr.co.uk
reliability of the results and information obtained. @EMRrecruitment
EMR will not be liable for any damages of any kind
arising out of or relating to use of this information. EMR LinkedIn

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2017

SALARY & MARKET

2016 has certainly been a challenging year for many

Media & Entertainment 11%

Business Services & B2B 10%

Financial Services 10%

Technology & Telecoms 8%

FMCG & Consumer Services 7%

Charity & Not-For-Profit 4%

Engineering & Manufacturing 4%

Leisure, Travel & Sport 4%

Events & Hospitality 3%

Health & Wellbeing 3%

Property & Construction 2%

Transportation & Logistics 1%

Utilities & Energy 1%

18% Masters Across the industry we

12% Squared Online

Over a third of marketers

40% Strategy General Digital

PR & Media Display Corporate & Product/

The more generalist

6% Less than 2 months

91% 8% 9-12 months

24% 1-2 years

Freelance, Temporary or Interim 14% 2-3 years

14% 3-5 years

72% 3% More than 10 years

28% Our data shows that only 26% of

16% Senior Manager

4% Assistant / Coordinator / Officer

16% Senior Manager

2% Assistant Manager Our data continues to show a

Whilst LinkedIn remains the most

To raise brand identity 83%

To engage with customers / consumers 72%

To increase website traffic 52%

To engage with clients 48%

To raise our employer brand / careers profile 41%

To drive new business 40%

To drive sales / conversion 34%

To assist with search engine optimisation 29%

To manage customer service queries 23%

Whilst raising brand identity is the

Anna Mullenneaux, Chief Matchmaker at Pimp My

Pimp My Cause builds cause related marketing

Article: Evolving Technology 30

More than a third of marketers expect their team

Micro / small (149 employees)

28% 38% of marketing teams

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

1% 10-20 38% of marketers are

36% 24% 45-50

How do you anticipate the number of staff in 11% 50-60

How has the number of hours you worked

Over a third of marketers 53%

Higher salary 36%

More interesting work 33%

Enhanced career prospects 29%

More responsibility 18%

Better work/life balance 17%

Improved working environment 17%

Career change 13%

Better known brand to work for 13%