The Work-Life Crunch

The most striking thing about Canada’s first annual National Advertising Benevolent Society Monitor is there are few surprises, but plenty of validation.

Validation that the marketing communications industry is one that attracts creative, dynamic individuals, who, while drawn to the pace and buzz of the business, are struggling with long hours, too much to do in too little time, a lack of balance and an overall feeling of being stressed.

Industry leaders agree that with the issues laid out on the table, it’s time to alleviate some of these pressures.

“It really does underscore how unique this industry is and, as a result, it requires unique action,” says JWT president and NABS board member Tony Pigott.

Sunni Boot, president and CEO of ZenithOptimedia and NABS board chair, calls it a wake-up call. “The survey is hugely important because it’s third-party validation of what we know.”

The NABS Monitor took the pulse of the business by surveying a cross-section of industry folks late last year. The study, by Solutions Research Group in Toronto, included 452 respondents and this is what some of them had to say:

• “At this moment in time enjoyment hardly describes the industry-survival is a better word.”

• “Never enough hours in a day, not enough budget in a year.”

•”Unrealistic workload due to staff shortages and funding.”

• “Too much work.”

• “Stupid boss.”

While lack of time and support came up again and again, it wasn’t all bad news. This is what people love:

•”The fast pace of the industry.”

• “The variety.”

• “Working with smart, creative individuals.”

The good and the bad make for a “terrific benchmark,” says Carl Nanni, chair of NABS’ Strategic Planning Committee.

He says the larger message for the entire industry is this: “We’ve got to be mindful that we’ve really got to take care of each other-there’s a responsibility not only to your company or employees, but to the industry as a whole.”

The need for NABS
Leaders agree that at some level the effort must be collective and NABS is the one to fill that role. The survey’s objective was, in part, to benchmark NABS’s position in the industry and create a resource of statistics on workplace issues that will, in turn, keep NABS in tune with the needs of workers and position it as workplace issues experts.

Mike Fenton, president and CEO of NABS Canada, says the Monitor, which will be an ongoing effort, “helps reinforce the need for NABS and that we’re heading along the right road.”

While NABS has been around in Canada for more than 20 years (see “What is NABS?”, p. 13), it is often perceived as a resource of last resort-somewhere to turn when you’re out of work and in trouble.

Dispelling this notion “is part of a repositioning and a rebranding of NABS,” says Fenton, adding: “We provide a lot of proactive and preventative resources.”

The Monitor gauged overall awareness of NABS in the marketplace. Fifty-nine per cent of respondents recognized the name, but only 49% could also identify at least one NABS service. The younger demographic, those 18 to 34, were less likely to be aware of the organization (36%) than those 35 to 44 (52%) and 45-plus (56%).

Nanni acknowledges: “We have a basic awareness issue,” but says NABS is tackling this head on.

To raise awareness and remove any perceived stigma attached to using NABS resources, Fenton wants to see information about NABS become part of everyone’s orientation to the marcom industry. According to the statistics, there’s a thirst for the services and resources NABS offers.

On a scale of 1 to 7 (1 being not at all valuable and 7 being extremely valuable), the job resource centre was pegged at 5.4, stress management services at 5.1, career management and financial assistance at 4.8, work/life balance counselling at 4.7, the help line at 4.3, and financial planning at 4.2.

People might consider these issues to be the domain of a company’s human resources department, but HR has never been a strong element in the advertising and marketing business. In turn, NABS can help fill the need, but only if people are willing to lend their support to the industry-funded organization.

Pigott is worried that demand for NABS’s services is already outstripping supply and as the organization raises its profile, the gap will widen. As a result, he’s spearheading a leadership campaign designed to get company presidents to step up and make a commitment to NABS. As he points out: “This survey is taken when the industry is operating in pretty good times.”

Respondents seem to agree, with the majority reporting they like their jobs: Nearly two-thirds (64%) wouldn’t leave for a similar job outside the industry. Those who work in ad agencies and media are the most satisfied with 69% saying they would stay. Those on the marketer side (46%) show the most interest in leaving the industry for a job with comparable money and prospects.

It seems men are more comfortable, with 72% saying they would stay in the industry, while a startling 43% of women say they would consider leaving.

While stress and lack of work/life balance are concerns among both men and women, it’s especially prevalent among women in advertising who report there is simply too much work to complete in too little time and this is, in turn, affecting families and increasing stress. This seems to be more of an issue for those between 18 and 44. “This is very troubling,” says Ted Boyd, president of CounterPart DSR in Toronto. “They have dual demands of children and probably aging parents, not to mention a demanding career.”

Fenton says the statistics reflect demand for NABS services: “We’re helping a higher number of women.”

But ZenithOptimedia’s Boot insists it’s not all bad news for women in the industry. She sees a strong role being played by women 50-plus who have raised their families and are being wooed by companies to take over top positions. “As a lot of our senior male executives are gearing down, these women are gearing up.”

Industry attractions
The survey revealed three top draws for those working in the marcom business: the people, creativity and the dynamic nature of the work. Specifically, those working in agencies and media sales said people are the greatest asset, while those on the marketer side highlighted creativity and the variety of work as major attractions. Louise Hartley, vice-president clinical research at Family Services Employee Assistance Programs (NABS’s counselling services partner), notes interesting generational differences in what people want from the workplace. Those under 32 are driven by challenging work that leads to learning and allows for work-life balance. For this group, creativity was cited at the most engaging aspect of the profession.

Gender-wise, it appears women are the thrill seekers, with about twice as many-20% compared to 10% of men-pointing to the excitement/ buzz and constant change as industry selling points.

However, as Jeff Vidler, partner at Solutions Research Group, points out, “The things that attract people to the industry are also the things that can burn them out.”

The fast pace, long hours and creative challenges “take a toll,” acknowledges Boyd.

According to those surveyed, there are a number of issues standing in the way of achieving their potential or succeeding in their jobs. The need to do more with less is putting major pressure on workers, with “not enough time” named the number one obstacle. Other inhibitors include insufficient budgets, lack of revenue and too much work. Time is the common denominator, mentioned across all sectors, gender and demographics; however, for workers under 32, this was a major concern.

“We as employers have to wrap our heads around this,” says Boot, citing Gallop research that predicts it will take 1.5 Generation Xers to replace every retiring baby boomer. “Ours is an industry that attracts bright people who want to manage their lives to be inclusive of other non-business areas,” she says, adding that while younger workers are focused and dedicated, that doesn’t mean they’re willing to put in the 80-plus hours a week like their predecessors.

Too much work
The average workweek, according to the Monitor, is 50 hours, however 47% of respondents work more: 29% work up to 60 hours, while 15% work 60 to 80 hours and 2% say they put in more than 80 hours a week. Pressure is building for 46% who say they work more hours than five years ago, however 27% are working the same, while an additional 27% are putting in fewer hours. The slave drivers are in the publishing, online, outdoor and design/production sectors where 70% of workers are putting in more hours.

And even this may not be an accurate reflection of actual time served. “I tend to think people are doing more work on their own time,” says Boyd adding it’s become an accepted element of business today. “One wonders, does this count? All the time checking e-mail from home or working on your laptop in front of the TV?”

At least workers say their extra hours aren’t in vain. Of those putting in more hours, 79% say they’re more productive than they were five years ago-84% of men see the extra time as valuable, while 74% of women see production rising. The work environment has changed dramatically in five years, thanks, in part, to the emergence of PDAs and Blackberrys. With workers essentially on and reachable at all times, it puts a different kind of pressure on people. There’s very little opportunity to gear down and focus on the personal instead of the professional.

Sometimes, however, the personal and professional blur together in this business. People work late and grab a bite or a beer with co-workers after leaving the office. For many, it’s not a job, but a lifestyle.

But is everyone connecting with their work? The survey reveals most people agree the majority of their co-workers are engaged in their jobs. While 22% report all employees are fully engaged to do the best possible job, 63% say most employees are engaged and 15% say only some employees are fully engaged. The atmosphere of engagement is linked to the size of the workplace. Those in smaller companies (less than 20 people) are far more likely to report that co-workers are pulling their weight. “It speaks to the charms of working in a smaller office,” says Vidler. When workers have more stake in what’s happening, it keeps them motivated.

Engagement is a critical element to success in today’s marketplace, cautions Hartley, and something employers should be concerned about.

Boot says it’s natural that people are more buzzed in smaller companies because there’s the satisfaction of building something, however employers can ensure that engagement factor doesn’t suffer in larger companies. “That engagement is up to the team you work with and the division you work with.”

The recognition factor
The challenge is in keeping people motivated and, surprise, money isn’t the answer, especially among those 18 to 34 who are more open to exploring their options.

Salaries need to be competitive, however. “The key motivator for individuals staying in jobs is the degree of recognition received,” says Hartley. “Studies have found that workers can cope with high demand/effort jobs as long as the adequate rewards are in place.”

Boot points out that in many ways, recognition is an inherent part of the industry. Indeed, many of those surveyed pointed to the satisfaction of seeing their work in the public domain. In addition, negotiating a good deal and dealing with smart people who make them feel valued, go a long way towards validating people’s talent and skills.

Boyd says there will be opportunity in the next NABS Monitor to delve into the types of recognition people would like to see and address other issues in more detail.

In the meantime, NABS is reaching out with several new initiatives designed to engage younger workers and position the organization as an ongoing resource. An online job board will be launched this summer and NABS is looking at setting up an online mentoring program in partnership with the Canadian Marketing Association. In addition, there are plans to increase the number of workshops focusing on career and work/life balance issues, while at the same time reaching out to individual companies with an offer to facilitate customized workshops.

Industry leaders agree the time has come to address pressing workplace issues and that challenging, but rewarding, times lie ahead.

“I like what this survey says about our industry,” says Boot of the motivated and talented people it attracts. “We have a brilliant foundation and it’s up to us as managers to build on that.”

MICHELLE WARREN is a freelance writer in Toronto.