Looking Back at 2024

For much of 2024, marketing recruitment across the UK has contended with a series of setbacks. The latest data from the Office for National Statistics showed a steady decline in vacancies, with figures falling to 916,000 in early 2024—a modest reduction on the previous quarter but part of a longer-term contraction. These pressures have been particularly clear within marketing, advertising, and public relations, with recruitment in the PR industry falling by more than 25% over the past year, extending a two-year decline in hiring.

Recruitment slowdowns have been driven by familiar forces. Economic uncertainty has led employers to delay hiring decisions, while increasing operational costs, including higher National Insurance contributions, have made businesses more cautious when expanding teams. At the same time, many organisations have reviewed their marketing strategies, streamlining budgets and consolidating roles.

While these conditions have limited opportunities in some areas, there have also been signs of renewed demand. Companies with well-established digital capabilities and robust customer engagement strategies have been more inclined to add specialist skills, especially where these support retention and organic growth.

Hiring Developments Shaping 2025

The recruitment picture in 2025 is beginning to take a different shape. One noticeable change is the growing popularity of so-called ‘diamond’ teams, where specialist mid-level marketers take on responsibilities that were previously the domain of senior management. With organisations placing greater emphasis on content, digital channels, and customer relationship management, professionals with practical expertise in these areas are becoming central to strategic planning.

At the same time, the ongoing reshuffling of talent is placing further demands on employers. Marketers are increasingly weighing up their options, prioritising roles with meaningful flexibility, strong digital infrastructure, and clear progression pathways. Businesses unable to provide these conditions risk losing skilled professionals to competitors prepared to invest in a better balance between remote working, office collaboration, and long-term development.

The appetite for niche skills is also growing. Specialists in areas such as artificial intelligence-driven marketing, performance analytics, e-commerce, and customer experience are seeing heightened demand. These are fields where experience is still relatively scarce, making it difficult for companies to hire without looking beyond traditional talent pools or investing in targeted upskilling.

Working patterns continue to change as well. Hybrid arrangements remain popular, but the balance between home and office varies widely across organisations. This lack of standardisation creates complications for recruitment strategies, particularly when trying to appeal to candidates who now expect flexibility to be the norm rather than an optional extra. At the same time, rising costs in paid digital campaigns are encouraging more businesses to prioritise organic content, brand activity, and community engagement, areas where sustained investment requires long-term skills planning.

Industry-Specific Challenges and Responses

Not all sectors have responded to these recruitment demands in the same way. Financial services and technology businesses have tended to lead the way in strengthening digital marketing teams, often by creating structured upskilling programmes or partnering with academic institutions to address gaps. In contrast, organisations in sectors like fast-moving consumer goods and charities have faced greater difficulties in attracting experienced digital specialists, particularly where budget limitations make it harder to compete on salary.

There is also evidence that some industries are reconsidering the balance between in-house teams and outsourced support. For roles requiring specialist knowledge, outsourcing can provide short-term cover, but this comes with the risk of losing continuity and ownership over customer relationships. As a result, many employers are opting for mixed models, retaining strategic oversight internally while bringing in external expertise on specific projects.

How Employers Can Adapt

For organisations looking to secure the right talent in 2025, there are several clear priorities. Employer branding remains essential, particularly as candidates place more emphasis on workplace culture, flexibility, and progression. Companies able to demonstrate a commitment to these areas are likely to hold an advantage when competing for in-demand skills.

Alongside this, businesses should consider whether their marketing functions are appropriately balanced. In some cases, in-house teams may be stretched thin, while in others, over-reliance on external agencies can dilute strategic focus. Identifying which skills should be permanent fixtures and which can be brought in temporarily will be key to maintaining momentum in a competitive hiring environment.

Finally, enabling existing teams to develop new capabilities is becoming increasingly important. The pace of change in areas like AI-driven marketing and customer experience means that today’s expertise can quickly become outdated. Structured learning programmes and clear progression routes are as much a retention tool as they are a way of ensuring marketing teams remain effective.

What Lies Ahead

Beyond 2025, recruitment patterns are likely to continue developing in response to technological change and ongoing economic pressures. AI and automation will undoubtedly have a lasting impact, not by eliminating roles entirely but by changing the nature of the work marketers do. Skills in areas such as machine learning integration, data interpretation, and human-centred strategy are set to become even more valuable, while routine tasks may be increasingly automated.

Whether hiring activity will return to the levels seen in previous years remains uncertain. Much will depend on wider business confidence and the extent to which organisations see value in sustained marketing investment. However, what is already clear is that adaptability—both in the structure of marketing teams and the skills they prioritise—will be essential in whatever space the next few years bring.

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