Agency Model Compounds Adland’s Ageism Problem: “Legacy Hierarchies With a Lean Towards Youth”

“Australia is one of the most ageist markets when it comes to creatives”, FBI Recruitment founder Michael Kean told LBB in response to research released this week by the Experience Advocacy Taskforce (EAT).

Creatives as “unicorns” who aren’t afforded the same levels of training or exposure that those working in account management or strategy, for example, are given, he said. 

“Half of your career is head down, concentrating on the work and because the industry has created a scenario where in order to move forward financially, you need to climb a rung. Switching from creative to creative director is a completely different skill set that you aren’t given training for.

“It’s [being promoted into creative management positions] the only way to grow financially. If you got paid just as much to be a world class creative as you would be to be a world class CCO, it would be interesting to see how many current CCOs would choose to be creatives.”

The central notion of the EAT’s research, in partnership with Advertising Industry Careers (AIC), is the concerning rise in older creatives having to suddenly figure out an “exit plan” in an industry that values youth and a “move up or move out” mentality. 

The research showed that 68% of respondents believe that age discrimination is a key factor in pushing seasoned professionals out, while 61% believe it to be the focus on a youth-oriented culture.

There is an assumption that at their best, agencies are leading culture, according to Lea Walker, founder of Mrs Walker, and with that assumption comes the desire for a youthful look and feel. 

“There is also the increasing demand for social and digital first thinking and the often incorrect assumption that 'older' creatives start with a script, while younger creatives are more media neutral. And then there is the money. The assumption that younger talent is cheaper,” she said. 

Lea believes these misconceptions have “gotten worse” over the past five years as agencies get less opportunity to work on “proper big platform ideas and are increasingly executional.”

“Executional work often plays more into culture, because it moves faster. Executional work is often social or digital first. Executional work doesn't pay agencies as well,” she added. 

Fewer than 2% of people in the report cited an inability to keep up with digital and industry changes as their reason for leaving the industry. Nearly 36% of respondents who left the industry did so because of involuntary redundancies. And age-related exits begin as early as 35, according to the research, with more than half (52%) occurring between the ages of 45-54.

Esther Clerehan of CLEREHAN echoes Lea’s hypothesis, adding that traditional agencies have “shrunk” in both revenue and headcount over the last decade or so. This downsize has resulted in more senior and experienced workers leaving adland, voluntarily or not. 

“It’s not new but probably more noticeable now as there’s fewer places to go,” Esther explained. 

“The upside is that there’s more options in self-employment. Everyone is a consultant. It used to be said euphemistically but given how much more fragmented the industry has become, it’s become more conducive to self-employment.”

The research, dubbed ‘The Silent Exit’ by EAT founder Greg “Sparrow” Graham, also revealed that despite leaving senior positions, 23% of respondents are still seeking work in advertising, Half indicated they are open to various types of employment—full-time, part-time, freelance. However, 70% are willing to take positions below their previous level. 

A passion for creativity is what motivates many to stay within the industry, but Michael noted there is a lack of resources and training for creatives looking to move up the corporate ladder, resulting in “early exits” due to the stressful nature of a higher paying position. 

He emphasised the importance of putting the correct value on creativity and experience. The creative craft is always being developed, no matter what age a person is, and Michael suggested the return of mentors. 

“Why aren’t they being used to help train, mentor and grow some of the younger talent and younger creative leaders? You can’t learn that experience. Experience like that is invaluable.” 

Each recruiter mentioned that the agency model is somewhat broken, which is compounding the issue.

Lea said, “it's mainly in the infrastructures building out legacy hierarchies where there is a lean towards youth.

“The contradiction to this norm is within your newer independent agencies, which are favouring leaner, but more senior teams. Where everyone is on the work, not in the management of others.” 

Esther pointed out that the industry “celebrates youth inside the industry and in how we depict our audience on the outside,” and made a comparison between the campaigns made featuring stereotypes of older people - often only used in ads for funeral plans, superannuation, and cruises - and attitudes towards seniors in the industry. 

While the recruiters back up the report’s findings that there is an issue with ageism, Michael pointed out that there is a talent crisis being faced by all age groups in the industry. 

“The irony about this topic: we’re talking about ageism but at the same time there’s very little young talent being hired into the industry.” 

Kieran Moore, WPP PR’s former CEO and the current director and principal at Brangwin and Moore Consulting, said the report’s findings were “unsurprising.”

“While many experienced professionals, like myself and Katrina Brangwin, have chosen to leave large agencies for other reasons, not everyone pushed out by ageism has the same opportunity to carve out a new path,” she wrote on LinkedIn. 

“This represents a deliberate loss of seasoned talent, reinforcing a bias that favours younger generations in the workplace and work that is informed by younger teams.”

The Taskforce’s Graham said the research should act as “a wake-up call” for agencies.

“To remain competitive, the industry must value the expertise and contributions of seasoned professionals and collectively work together to make age a non-issue for the next generation.”