Focus on retention as generational differences intensify

There has been considerable discussion in recent years about the challenges involved in acquiring sufficient production, engineering and technical staff. Competition for top talent is intense, and despite the welcome explosion in new training enterprises and initiatives, there is a lingering question mark over the ability of the industry to furnish itself with the next generation of chief engineers and system designers, among other key roles.

Indeed, the state of the recruitment crisis was underlined strongly by the IABM’s Talent Shortages in MediaTech report, published in June, which showed that 80% of members are still struggling to recruit people into engineering and technical roles. It’s a troubling figure that should be a wake-up call for anyone still harbouring complacency about the availability of broadcast skills.

But besides acquisition, there is another question of import that arguably doesn’t always receive the attention it deserves. One that can be encapsulated by the question: Once you have acquired the talent, how do you nurture and retain it for as long as possible? Evidence shows this is no small feat in 2024 with members of Gen Y (commonly referred to as Millennials) and Gen Z, in particular, are often inclined to stay at the same company for three or four years before moving on.

However, that doesn’t mean there aren’t plenty of practical steps – from flexible working to a more organic approach to developing job descriptions – that can help keep people onboard for longer.

MILLENNIALS MOVING FREELY

In the introduction to its recent report, How Millennials Want to Work and Live, analytics company Gallup remarks: “Unattached to organisations and institutions, people from this generation – born between 1980 and 1996 – are said to move freely from company to company, more so than any other generation.”

It goes on to back this up with some startling statistics, including 21% of millennials saying they have changed jobs within the past year – more than three times the number of non-millennials reporting the same. Meanwhile, half of millennials – compared with 60% of non-millennials – strongly agreed with the suggestion that they plan to be at the same company one year from now. “For businesses,” notes Gallup,” “this suggests that half of their millennial workforce doesn’t see a future with them.”

All of which suggests that the notion with which many engineers or technicians would have begun their careers in the 1970s or ‘80s – of staying one organisation and rising up the ranks over the course of decades – has significantly broken down at this point.

THE HOLISTIC APPROACH

Paula Bier Mercader, head of human resources at Lawo, readily acknowledges the challenges involved in retaining top technical and engineering talent in “today’s competitive labour market”. Moreover, it’s not something that can be addressed with one or two measures – instead, it requires a “holistic” view that encompasses everything affecting an employee in their working, and non-working life.

“Workplace culture and flexibility have become increasingly important,” says Mercader, “with many professionals now seeking work-life balance, hybrid work models, and a sense of purpose.”

Talent retention, she continues, “depends on a combination of factors, and no single element is enough on its own. Salary is, of course, important – people want to feel fairly compensated, and competitive pay remains a key motivator. However, career development is becoming increasingly critical, especially for younger generations. Employees want to know they have opportunities to grow and that their work has a meaningful impact on the company’s progress. It’s important to move away from micromanagement and, by promoting agile working, allow employees more autonomy in deciding the direction of the projects they work on.”

As ‘agility’ implies, holiday allowances and flexible working arrangements – among other benefits – are also increasingly important. “Work-life balance has become a top priority for many,” confirms Mercader, “and offering flexibility – whether through remote work options or generous vacation policies – can significantly enhance employee satisfaction and engagement.”

Last but not least is the priority of developing a “strong, inclusive culture” where people feel connected to the mission of the company. “Employees who feel a sense of purpose in their work and who are part of a positive, supportive environment are more likely to stay long-term. In my view, a holistic approach that includes competitive pay, growth opportunities, work-life balance, and a strong company culture is essential for retention,” says Mercader.

EVOLVING ROLES

Simon Haywood, founder of online broadcast specialist Jackshoot, offers some striking insight into his company’s ability to retain staff for many years while being aware that “we might be a bit of an anomaly… I am aware that [there are companies] where they will have a [very specific] job description and evolve it in a certain way, but we’ve found that it’s almost effortless to retain people because they design their own jobs effectively. We’ve never really set out with an approach of ‘here’s a job description – let’s go and fill it.’”

Haywood indicates that the unusual origins of the company – “I sort of accidentally set it up because I liked buying equipment and having the excitement of a live event” – may be a key to its organic development and relatively “flat structure”. But there has also been a conscious philosophy of prioritising crew conditions and effective equipment at every turn.

“We want to put the crew in good hotels next to the venue; we don’t make them schlep home at three in the morning,” he says. “If the crew member is treated like the boss, they’ll act like the boss on good days or bad – which means looking for the next opportunity and listening to the client, not just on their own front but on the entire company front.”

It’s clear that Haywood feels this sense of employees having a stake in determining the fortunes of the company is a part of its success in retaining staff for many years. “I want a nice day at work for everybody – however the day [actually plays out],” he says. “I’ve found this approach to be quite effortless, really, so I am surprised that more companies aren’t like that.”

HOW SMALLER COMPANIES HELP PEOPLE THRIVE

Erik Otto, CEO of logging and monitoring technology specialist Mediaproxy, also indicates that companies need to think smarter about ways to enlist and retain personnel over the long-term. One way in which he has sought to do this for his own business has been to maintain an ongoing interviewing policy.

“We probably interview 100 – sometimes even as many 150 – people a year,” he says. “As a company that wants to surround itself with the best or most suitable people, I think you always have to be in the market. Now, we’re a relatively small company; if you’re hiring for the Disneys or Amazons of the world, then you’re going to have a massive HR department and a hiring process that’s very different to a business like ours. You will also tend to find that they have their key people, who will be older and may have been [at the company] for a very long time.”

But whilst the career path in a huge corporation might be more clearly defined, it can be seen that joining a smaller company provides more opportunities to stand out and to contribute distinctively to the development of a business. “In bigger companies, it’s a little bit harder to cut through because there is so much middle management, who also have their desire to be promoted,” says Otto. “In smaller companies [your achievements] should get noticed, and if they don’t you should probably leave as quickly as you can!”

So it follows that employing people “who have initiative first and foremost” is critical, especially in a smaller business, but once you have found them you need to “provide mentoring and a general learning environment because you can’t expect everyone to just magically turn into someone that’s thriving. They have to be motivated and willing to learn, but once you know that’s the case you need to take them under your wing and encourage them [to realise their full potential].”

THINKING SMART AND OUTSIDE THE BOX

If the route to retaining staff for years – even decades – is no longer as straightforward as it used to be, the reality is that this more complex outlook for talent acquisition and retention also heralds some exciting opportunities for forward-looking companies. Because in a competitive market, a company that manages to attract top talent with an agile structure and empathic management stands a very good chance of getting more out of their staff – creatively, operationally, and in sheer productivity terms.

Therefore, it seems that more than ever, the people are the company in a broadcast & media industry in the midst of profound change.