Agency Promotion: Does it happen too quickly?

This is an honest question, and one I don’t really know the answer to. That’s what comment sections are for, right?

Traditionally, PR agencies (and agencies in general) would have one person in their position for a few years before promoting them. The thought there is to cultivate, learn and understand clients, atmosphere and industry before moving to the next level.

Lately, though, it seems that many people are being promoted quickly within their agency before they might be ready. Is there a set amount of years that a person should be before being promoted? No. However, the span of professional experience is becoming wider.

Take the account executive role as an example. I have friends that graduated college in 2005, going right into the PR industry. They are account executives at their agency. I also have friends that graduated in 2009 that are account executives. Both have the same amount of internships on their resume. See the difference? My question: Are we setting up people for failure by giving them responsibilities they aren’t ready for? Is social media contributing to this mentality (because a person can present smarts that might not be as deep as believed?)

Factors

Size of agency: Every agency is different, from their type of culture, to work ethic, to size of the office. Is this a factor in how people are promoted? It could be. Trust is a huge factor when it comes to client relations, bringing in new business and retaining them. Once a vacancy is there on a team, it’s up to the agency to view what client needs are, and see if the best fit is to a.) hire externally and look for best fit b.) see if someone internally is ready for a promotion or c.) rearrange team responsibilities so that the client still comes first.

Culture: Traditional agencies that have been around for awhile might focus on education and preparation, making sure that each person is set to take on new responsibilities. Boutique agencies might not have the luxury of grooming and focusing on building the foundation, and instead focus on the task at hand. Is one way better than the other? It depends on the type of industry and clients on your roster – but, the agency can’t forget that they are a business as well. You can’t cut corners around billable hours.

Size of agency: Trust is huge in any type of agency atmosphere, and its also why many promote from within. An intern is more likely to get an entry-level job than a random applicant. If there is a hole to fill, the smart move might be to move up a person who is familiar with the client. If the man power isn’t there, its highly unlikely that taking the time to train a new person will occur. An agency’s first priority will always be the client, and it’s better not to interrupt that cycle.

C-suite at agency: Who runs the agency? I have met a variety of executives, and many tend to follow trends based on their generation. Is this always true? Absolutely not. Many C-Suite are also product of their prior management, and pick up habits/tactics from former employers. Is there one right way to manage? No – but the approach and mentality will always

Type of experience: This one can be a bit tricky, and usually is a matter of opinion. Even if a person only has one year of experience, it might be with top agency on a large global brand, which weighs differently against a smaller brand with two years of experience. Most experience is weighed based on personal opinion of the person in charge of hiring.

Social media: It’s very easy to come across as knowledgeable in this space because of how high level it can be. Reading tweets can only delve so much into the person’s mindset, and it’s never the right move to jump to conclusions and assume they “get it.” Do they have a blog? Check it out and see what type of thoughts/positioning they have. Base unique questions around things they have said to really get a handle on how much they understand. It’s also up to the person being interviewed to be honest with what they have done in the past and answer truthfully.

What are your thoughts? Do you have any other factors in mind? Do you believe that some are promoted too quickly?

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JGoldsborough

For me this situation is a lot like other situations that deal with employee conduct and career path -- it's a management issue. Managers and employees need to have conversations where they discuss the employee's career objectives (short- and long-term) and what it takes at said agency to get there. Promotions shouldn't just pop out of the sky like the stork dropping in with a baby. There should be reason and expectation behind them.

So manager and employee talk, employee sets objectives to be working at a level that warrants promotion, employee meets those objectives -- and by the way, those objectives should have the employee already doing the work required at the next level. Then, after that, it's up to the manager to certify is this person ready to take on the added responsibility. And actually, have they already taken it on?

If agencies just promote someone because they "think it's time" or they're trying to hold onto an employee, that doesn't do anyone any favors. That's why we don't just print off extra money when we need it as a country. I suck at economics, but pretty sure there's this thing called inflation. Managers make or break your experience at any job. And your career path, including promotions, is part of that experience. Sure the employee should be working to manage up too and always asking questions. But the manager needs to make the decisions that's best for his/her employee and the agency.
laurenfernandez

Well.... good thing you're my boss then, right? I like your approach to management. :)

I like the point you made about the backend - if people are just being promoted to fill a space or just because, is there an issue at the management foundation? Why aren't they finding quality people to help mold and motivate junior level to be the best they can?

I like the mentality of "you get a promotion because you're already working at that level in your current job." It's true because they are prepared. They've put the work behind it.
Meg Roberts

I think the bigger issue is when companies promote employees without changing or adding to the existing job responsibilities. I've seen this happen numerous times - an employee receives a promotion and a new title, but has no idea what has changed from their previous role. Many times, they keep functioning as they always have, which truly limits the opportunities for growth in the long-run.

@megmroberts
laurenfernandez

SO true. Education is important because a person has to be prepared - that they've truly accomplished something. They don't see the benefits of growth. The companies that truly get that mentality have had employees work for them for years, decades even.
Worob

In my experience, smaller/boutique agencies will not only move too quickly to promote people, but they will also provide substantial pay raises on a frequent basis. Why? They need to hold on to talent for as long as they can. It's challenging to keep good workers from jumping ship and going to larger agencies with larger, 'name' clients

@Worob
PR at Sunrise (worob.com)
laurenfernandez

Do you think that in the long run, that's not a bold move (or smart) by the agency? They should focus not only on their new biz model, but retaining their current clients and try to grow the agency. If a person feels like they are part of that process, a large raise won't be as necessary. Thoughts?
Worob

In the long run I'm not sure that a boutique will ever be able to compete with the larger agencies, especially when it comes to retaining and attracting new employees. But no matter where you are employed, everyone wants more money.
Laney

Promotions are a tricky subject and honestly most of the "were they promoted too quickly" comes from comparing person X to industry standards or even yourself.

Coasting through some of the entry level jobs may seem easy...going from AA to AAE to AE can mean different things for different agencies; however, once you reach a certain level that can all change. You may find early promotion catch up to that person when they least expect it. Early promotion is only cheating them in the long run.
laurenfernandez

I'm glad you pointed out the long term effects of promoting too quickly. It can have adverse repercussions, and ones that a person should be aware of. That comes down to great management, though - are they prepared each time for their promotion and the expectations?
Kathy Swanson

I don't think this is a problem at just agencies but a problem with many companies. They have to fill the holes somehow that were left by those displaced during the recession.
laurenfernandez

Very true, Kathy. I just used the agency example as that is where most of my experience is.
Kristin Gast

I think one thing to consider is how "meaningless" titles can be. For one agency an account executive can be entry-level, where another agency may have one or two titles below that (i.e. account representative, account specialist).

Another potential cause: agencies were hit hard by the recession, many had to do lay-offs and salary freezes. As the economy starts to pick up - as clients start coming in again - I wouldn't be surprised if agencies start promoting internally. It's a way to show employees that they are valued, sort of a "thank you" for sticking with us during the hard times. Is that always justified? No. But, I think it's smart of employers, especially with Gen Y employees who want to feel valued and important within an organization.
laurenfernandez

Also very true. I think its important to consider the landscape of a particular agency, and realize that titles really don't matter as much as some believe.

In our agency (at least in our office, since I work for an international one) we might have different titles, but rely on each other as a team. It's not that one knows more - all ideas are welcome. This is why the model works - everyone feels as if they are contributing.

All goes back to your Gen Y and value point. :)
Thomas Wendt

I wonder if people being promoted too quickly will have a widespread affect. Personally, I know people who have been promoted "before their time," but they are smart people who learned to handle it. They might have been overwhelmed for a while, but they learned to adjust.

I think it's especially a problem on the accounts side. Account work seems to be such an acquired skill...one that I tend to lack :) My position is focused on social media, and we are always rethinking our team and trying to find the best fit for people. Things are changing constantly, resulting in the need for higher-level positions as well as readjustments for current positions. And I think we should be wary of social media presence: retweeting smart articles doesn't mean that one can put those ideas to use.
laurenfernandez

Hey Thomas - thanks for stopping by and commenting.

I really liked this point "And I think we should be wary of social media presence: retweeting smart articles doesn't mean that one can put those ideas to use." It's one I'm going to be covering in my next post - the value of education, not only at agency level, but at client level.