‘Stop the clock, take 15 minutes and Have Your Say’

It’s a simple ask from the All in inclusion group, but if you live by the truth ‘measure what you treasure’ then it is vital to pause and help drive positive change in the creative industries. In an industry ecosystem which is more comfortable asking if WFH is killing creativity, as opposed to WTF happened to those DEI commitments made in 2020, the transparency of the All In Census is vital to both holding the industry accountable and benchmarking progress.

Sharon Lloyd Barnes agrees that organisations that ‘measure what they treasure’ will be able to accelerate progress on the key All In objectives. She explains: “All AA, ISBA and IPA members who secure over a certain level of responses to the All In Census next month can receive their own data set to compare against the industry benchmark. Those who received these reports in 2021 have said how valuable it has been in either cementing their DEI strategy or highlighting gaps previously missed via internal surveys.” She adds: “Many have said the All In data and action plan has ‘accelerated our work in DE&I.” An acceleration which is desperately needed. 

Led by the Advertising Association, IPA and ISBA with Kantar, the All In Census first ran in 2021, when over 16,000 individuals took part making it the largest response for any survey of the industry workforce. The data helped to build the All In Action Plan, a series of nine actions aimed to improve workplace representation and experience. The plan has acted as a catalyst and now nearly 100 organisations across the industry have adopted the actions to become All In Champions.

Tomorrow (Wednesday 15th March) employees across the industry are once again being asked to share their data and experiences to help benchmark industry talent and build back better.

Investing in change in a permacrisis

While there has undoubtedly been pockets of progress since 2021 in the midst of a ‘permacrisis’ it is easy to put the brakes on that progress. So why does Lloyd Barnes believe that it's vital not to stop making tangible investments into DE&I?

“It’s at times of economic or social uncertainty when inclusion initiatives are more important than ever, especially as many marginalised groups are more profoundly impacted,” she explains.

When you layer on the additional impact of a talent crisis, she believes that it is vital to make sure our workplaces welcome all talent, as well as invest in retaining those people once they come through the doors. Pointing to data from the Investing in our Talent’s Future report, released at LEAD 2023, Lloyd Barnes underlines that the industry’s workforce declined by 14% between 2019 and 2022 meaning that ‘now is not the time to be complacent about retention.’

She continues: “Our All In campaign is intended to improve the representation and experience of our industry’s workforce so that the people who create, buy and sell advertising better represent the society we serve. This is key to making more authentic, relatable and trusted creative work.” 

The power of active listening

The insights provided by the All In Census will be particularly vital to industry leaders in an ecosystem in which staff morale is at the very top of the agenda. Unsurprisingly hybrid working featured heavily in the Advertising Association’s conversations with its Talent Task Force when researching the Talent Report. 

“Every leader is still navigating and attempting to strike a balance when it comes to hybrid working and what some have called the ‘new normal’. I don’t think we’ve reached a new normal yet, it still feels very transitional,” says Lloyd Barnes. 

She continues: “We all have our own experience of the Covid lockdowns, whether it was increased flexibility for parents and carers to work from home, or a sense of isolation when new joiners stepped into a virtual industry. Actively engaging with employees is a critical step: we need to do everything we can to compensate for the three years of cohesion we lost. Many have found innovative ways to connect with wider teams. This is in recognition of how important it is to create a work environment that feels meaningful, and one that represents our dynamic and exciting industry.”

Closing the say do gap

A workplace in transition is an honest assessment of an industry which has at times lept for fast, branded solutions to the post-Covid working world. Or worse one that has still been tied to maintaining existing office footprints, as opposed to capitalising on this once in a generation opportunity to reshape the workplace for the better.

From headhunters lamenting the fact candidates expect to take their existing working structure to any new role, to the complexities of working across time zones, this transition is not without its friction points. While industry leaders may privately bemoan the ‘better boundaries’ enforced by Generation Z, it is clear that many companies are grappling with mixed messaging and left without clear understanding of what constitutes flexible working. 

So how can the insights from All In help with intergenerational challenges in the workplace? Lloyd Barnes points to Action 6 of the All In Action Plan which focuses on implementing the ‘Shared Experiences’ guide. She explains: “We are underrepresented in both ends of the age spectrum, but only 4% of respondents to the 2021 survey were aged 55-64 compared to 17% of the UK working population. This is a gap we need to look at in adland as part of our work on retaining and developing our talent.”

She continues: “We often talk about the differences of Gen Z vs Gen X (and all those in between) but the reality is every generation has skills and experiences that we can all benefit from. As such, we should encourage cross-generational schemes – such as mentoring.”

In short, those stereotypes of different generational behaviours simply aren’t helping anyone. While differences in communication styles and boundary setting may be a given, our response to these potential friction points does not have to be a foregone conclusion. As Lloyd Barnes explains: “The Government has recently focused on the issue of over 50s leaving the workplace, so it’s clear retention is not just an issue among entry-level employees. If we can treat every generation with compassion, and understand what each can bring, it would significantly improve learning and workplace belonging.” 

Cynicism is the enemy of change 

Of course, the danger in all this change is that we allow cynicism to creep in. We forget that frustration is a fuel for progress, throw our hands in the air and declare it is all too difficult; quickly reverting to the status quo. 

“Cynicism can come from discomfort and being more inclusive involves welcoming different views and options – diversity of thought. That can be challenging for people and business structures so it’s a learning curve for many,” says Lloyd Barnes. 

Yet the weight of the All In Census and the path to progress it presents is a powerful reminder of how collaboration can craft change. With data from NABS pointing to a growing number of calls focusing on mental wellbeing, it's a change which cannot come soon enough. As Lloyd Barnes explains: “It’s important for an employer to create an environment that supports everyone’s mental wellbeing. We can all contribute to an element of that in the way we interact and support each other, as well as through preventative action.”

A contribution which includes taking just 15 minutes out of your day tomorrow to fill out the All In Census. 

To complete the census please click here.