The document provides salary information for creative industry jobs. It discusses trends in the creative industry like high demand for talent and a focus on digital skills. It also lists 9 in-demand jobs such as account manager, content strategist, and front-end web developer. Starting salary ranges are given for over 100 creative positions across design, interactive, and content fields.
2012 Marketing’s 12th annual Salary benchmark report. Aside from the salary estimates, a panel of industry recruiters share insights and observations about the current marcom job market.
Marketing For Talent: The New Frontier, SMPS, Marketer, August 2014Maribel Castillo
Feature article by Marjanne Pearson and Mike Plotnick that discusses the importance of A/E/C marketers taking "a leadership role in shaping the future of our firms by actively engaging in the pursuit of talent." Highlights T.Y. Lin International's LinkedIn advertising and recruiting campaign.
The document discusses how gamification tactics from gaming are being used in recruiting to create better incentives and engagement. It provides examples of how companies are using laddering and rewards, digital currency, badges, and tribal connections to target potential job candidates. The document advocates designing reward programs and studying where your target audience spends time online to understand how gaming concepts can be borrowed for recruiting.
The Tru Files - Social Recruiting and PersonalizationKelly Services
The document discusses strategies for personalizing social recruiting efforts. It suggests moving beyond mass approaches to instead focus on attracting the right candidates by understanding them as members of an audience. Recruiters should develop long-term relationships and share engaging content to stay connected with candidates beyond individual job openings. Personalization involves customizing the candidate experience based on their profiles and interests to treat them as part of a lifelong professional community.
Employer Branding - Turning Your Messaging Inside OutLindsey Barnett
The document discusses employer branding and how companies can improve their employer brand internally and externally.
Internally, companies should understand what makes employees stay, what attracts top talent, conduct engagement surveys, and ensure leadership lives the brand. Externally, companies should segment the market and tailor messaging to different audiences, use authentic stories and data to demonstrate career development, allow candid employee blogs, and respond to questions to build credibility. The goal is to attract, engage, and retain top talent through a strong employer brand.
The document discusses 8 trends for executives in 2017 related to digital transformation. Trend 2 discusses how the role of the CFO is changing to preserve trust in a climate of rapid change driven by digitalization. CFOs must clearly communicate visions for changes to finance departments, involve employees in the process, and work with HR to develop programs that foster trust while automation impacts jobs. While technology enables new processes, people remain central. CFOs must identify employees who can adapt and provide new opportunities to boost engagement during digital transformation.
This document discusses the recruiting funnel framework for improving the hiring process. It describes the five steps of the recruiting funnel as employment branding, sourcing, candidate experience, candidate selection, and insight. For each step, the document provides strategies and benchmarks for optimizing the process. The goal of the recruiting funnel is to create a continuous pipeline of qualified candidates by engaging with talent at each stage.
Greg Hanno, senior vice president of human resources at Summit Truck Group, engaged a midsize recruitment process outsourcing (RPO) provider to address the company's need to hire up to 240 people per year, including highly skilled technicians. Hanno partnered with Novotus due to positive past experiences. Since engaging Novotus, Summit Truck Group has seen time-to-hire reduced to less than 14 days from over a month previously, while cost-of-hire has decreased to below 10 percent. The RPO engagement has provided Summit Truck Group metrics and visibility into its recruiting process. Midsize RPO deals between 500-1,000 annual hires are growing as companies seek the same benefits as larger
2012 Marketing’s 12th annual Salary benchmark report. Aside from the salary estimates, a panel of industry recruiters share insights and observations about the current marcom job market.
Marketing For Talent: The New Frontier, SMPS, Marketer, August 2014Maribel Castillo
Feature article by Marjanne Pearson and Mike Plotnick that discusses the importance of A/E/C marketers taking "a leadership role in shaping the future of our firms by actively engaging in the pursuit of talent." Highlights T.Y. Lin International's LinkedIn advertising and recruiting campaign.
The document discusses how gamification tactics from gaming are being used in recruiting to create better incentives and engagement. It provides examples of how companies are using laddering and rewards, digital currency, badges, and tribal connections to target potential job candidates. The document advocates designing reward programs and studying where your target audience spends time online to understand how gaming concepts can be borrowed for recruiting.
The Tru Files - Social Recruiting and PersonalizationKelly Services
The document discusses strategies for personalizing social recruiting efforts. It suggests moving beyond mass approaches to instead focus on attracting the right candidates by understanding them as members of an audience. Recruiters should develop long-term relationships and share engaging content to stay connected with candidates beyond individual job openings. Personalization involves customizing the candidate experience based on their profiles and interests to treat them as part of a lifelong professional community.
Employer Branding - Turning Your Messaging Inside OutLindsey Barnett
The document discusses employer branding and how companies can improve their employer brand internally and externally.
Internally, companies should understand what makes employees stay, what attracts top talent, conduct engagement surveys, and ensure leadership lives the brand. Externally, companies should segment the market and tailor messaging to different audiences, use authentic stories and data to demonstrate career development, allow candid employee blogs, and respond to questions to build credibility. The goal is to attract, engage, and retain top talent through a strong employer brand.
The document discusses 8 trends for executives in 2017 related to digital transformation. Trend 2 discusses how the role of the CFO is changing to preserve trust in a climate of rapid change driven by digitalization. CFOs must clearly communicate visions for changes to finance departments, involve employees in the process, and work with HR to develop programs that foster trust while automation impacts jobs. While technology enables new processes, people remain central. CFOs must identify employees who can adapt and provide new opportunities to boost engagement during digital transformation.
This document discusses the recruiting funnel framework for improving the hiring process. It describes the five steps of the recruiting funnel as employment branding, sourcing, candidate experience, candidate selection, and insight. For each step, the document provides strategies and benchmarks for optimizing the process. The goal of the recruiting funnel is to create a continuous pipeline of qualified candidates by engaging with talent at each stage.
Greg Hanno, senior vice president of human resources at Summit Truck Group, engaged a midsize recruitment process outsourcing (RPO) provider to address the company's need to hire up to 240 people per year, including highly skilled technicians. Hanno partnered with Novotus due to positive past experiences. Since engaging Novotus, Summit Truck Group has seen time-to-hire reduced to less than 14 days from over a month previously, while cost-of-hire has decreased to below 10 percent. The RPO engagement has provided Summit Truck Group metrics and visibility into its recruiting process. Midsize RPO deals between 500-1,000 annual hires are growing as companies seek the same benefits as larger
2011 Social Recruiting Trends & Strategies by ChachinkoBullhorn Reach
For the past few years, the economy has significantly impacted hiring and recruiting trends across the
nation. As higher numbers of anxious job seekers competed for fewer jobs, HR and talent acquisition staff within companies were also reduced. “They just might not come out to campus to recruit for them. They might post them online and [use] less expensive recruiting methods,” said Andrea Koncz, employment information manager at NACE.i
However, times are changing—for the better. According to the seasonally
adjusted results of the latest Manpower Employment Outlook Survey, conducted
quarterly by Manpower Inc., “Among U.S. employers surveyed, 14% expect to
add to their workforces, and 10% expect a decline in their payrolls during
Quarter 1 2011 … When seasonal variations are removed from the data, the
Outlook is +9%, the most promising hiring expectations reported since Quarter
4 2008. Survey results suggest that employers expect a slight increase in the hir
ing pace during the January – March 2011 period compared to the last three
months of 2010.”
The 2013 State of Inbound Marketing Report found that:
1. Nearly 60% of marketers have adopted inbound marketing strategies, though 19% remain unsure if their activities qualify as inbound.
2. Inbound marketing has achieved majority market share but some marketers still struggle to define it, indicating a need for further education.
3. Successful inbound execution requires strategically integrating it throughout marketing practices rather than treating it as separate tactics.
Click through this presentation to see the power of employer branding, and how you can incorporate that talent brand for successful talent acquisition.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
The document discusses strategies for recruiting high performing insurance producers. It begins by noting the challenges of finding and retaining producers given high turnover rates. It advocates adopting an "always hiring" mentality to recruit younger producers.
It then discusses targeting producers through online channels like LinkedIn that younger job seekers prefer. Mentorship programs are highlighted as important for training new producers. Compensation trends showing younger producers preferring salary over commission are also noted.
The document concludes by discussing a "Moneyball" approach to reduce hiring risks by screening candidates based on proven sales experience and ability to handle rejection, rather than just appearance, to improve retention rates beyond the current average of 22% after 10 years.
This document provides an overview of quantifying the impact of an organization's talent brand. It begins by defining key terms like employer brand and talent brand. It then outlines five steps to quantifying talent brand impact: learn the language, find your partners, measure what matters, beware of pitfalls, and get started. The document focuses on step three, providing examples of metrics to measure like social media follower quality, talent response rates, applicant quality, and time to hire. Visualizing these metrics over time can help demonstrate the impact of talent brand strategies.
The document discusses the challenges of 2020 and highlights key lessons. It summarizes the SoDA annual report, which features contributions from digital agency founders discussing their experiences navigating uncertainty during the COVID-19 pandemic. The report introduction by Justin Lewis emphasizes moving forward with purpose and optimism despite challenges, believing the best work is still to come.
Corporate giving in the US exceeded $18 billion in 2017, a 3.9% increase from 2014, showing growing generosity among individuals and companies. Strategic corporate social responsibility (CSR) initiatives can attract and retain talent by appealing to employees' desires to contribute to social causes and see the impact of their work. Effective CSR programs highlight community projects, integrate social missions with branding, and demonstrate how the company enhances employees' experiences and skills.
How can you compete with best-in-class companies for standout talent? This employer branding infographic outlines what it takes to climb your way to the top. It also reveals the Fortune 500 top 5 employer brands as ranked on WilsonHCG’s Fortune 500 Top 100 Employment Brands Report.
En cntnt-ebook-savvy-hr-leader-guide-to-digital-recruitingAnthony Acampora
Digital tools can help optimize the talent lifecycle from attracting candidates to onboarding and retaining employees. During the attracting phase, companies should focus on building their employer brand and showcasing their unique culture. Data and predictive analytics can help identify the best candidates during the hiring process. Onboarding is critical for new employee productivity and integration, and digital tools can streamline onboarding. Ongoing employee development and empowerment is also important for engagement and retention.
Attracting, Recruiting and Hiring Talented Employeesjscher
The document discusses the challenges that printing executives face in attracting, recruiting, and hiring talented employees. It notes transitions in the workforce as Baby Boomers retire and generations X and Y enter. While generations X and Y have skills needed in technology and marketing, they are often unaware of career opportunities in printing. The document recommends that printing companies understand what drives different generations, market aggressively using social media, and define their brand to attract young talent.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
Social media and digital marketing are becoming the new norm in recruiting. Recruiting budgets and volumes are increasing for the first time in 4 years, putting pressure on talent acquisition leaders to scale operations while doing more with less. Competition is the top obstacle to attracting talent, especially for US companies. Social professional networks have become the top source of quality hires, growing 57% over the past 4 years. Employer branding and passive candidate recruitment are also major competitive threats. Mobile recruiting is on the rise as the talent industry embraces new technologies.
This document provides guidance on leveraging LinkedIn for lead generation. It discusses understanding your target market and customers, searching LinkedIn to find target companies and individuals, and using the data from LinkedIn searches. It includes case studies of clients who increased conversion rates, response rates, and built large sales pipelines using LinkedIn data for campaigns. The document advises being specific about your target market to get valuable results from LinkedIn searches.
That is precisely the stage Digital Marketing industry is experiencing today. The Wave related with this industry is so solid today that it's without a doubt the best time to be a piece of this quickly developing industry.
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
Thank you to The Windy City Summit for letting me facilitate a breakout session on increasing market value through talent. We know that banking institutions with an engaged workforce and a stronger employer brand outperform their peers. In this session, I take a closer look at increasing employee engagement and strengthening employer branding both aligned to increasing market value.
The document discusses challenges that financial services companies face in attracting and retaining top talent. It outlines three main challenges: 1) Recruiting candidates with highly specialized skills as traditional jobs are replaced by technology. 2) Complying with extensive regulations in online recruiting. 3) Overcoming negative perceptions of the industry's reputation and culture. It provides solutions such as developing an employer brand through blogging, using inbound recruiting strategies to engage passive candidates, vetting social media posts for legal compliance, and emphasizing culture and trust in employer branding.
This document discusses how technology can be used as the foundation for marketing campaigns. While technology and innovation influence many campaigns, the key is making sure the technology fits the brand's core idea and is emotional. The article discusses a campaign called "The Most Powerful Arm" that used an interactive robot arm driven by Facebook users to sign a petition for muscular dystrophy research. The campaign was successful due to combining technology, human stories, and digital and traditional PR. The takeaway is that any brand can have a technology-focused campaign if the tech evokes emotion and fits the brand's core idea. Physical manifestations of ideas and stirring deep emotions are also principles for effective campaigns.
The document discusses finding new products to license in the pharmaceutical industry. It notes that while licensing deals have been a major force of growth, there are challenges in finding new opportunities beyond traditional sources. It suggests exploring online databases, virtual partnering forums, internet networking, and niche partnering events to uncover unknown companies and products. As technology advances, collaboration platforms and loose networks of specialists may disrupt traditional licensing models. To engage future opportunities, companies must embrace new tools and seek partnerships globally rather than relying only on existing contacts and networks.
2011 Social Recruiting Trends & Strategies by ChachinkoBullhorn Reach
For the past few years, the economy has significantly impacted hiring and recruiting trends across the
nation. As higher numbers of anxious job seekers competed for fewer jobs, HR and talent acquisition staff within companies were also reduced. “They just might not come out to campus to recruit for them. They might post them online and [use] less expensive recruiting methods,” said Andrea Koncz, employment information manager at NACE.i
However, times are changing—for the better. According to the seasonally
adjusted results of the latest Manpower Employment Outlook Survey, conducted
quarterly by Manpower Inc., “Among U.S. employers surveyed, 14% expect to
add to their workforces, and 10% expect a decline in their payrolls during
Quarter 1 2011 … When seasonal variations are removed from the data, the
Outlook is +9%, the most promising hiring expectations reported since Quarter
4 2008. Survey results suggest that employers expect a slight increase in the hir
ing pace during the January – March 2011 period compared to the last three
months of 2010.”
The 2013 State of Inbound Marketing Report found that:
1. Nearly 60% of marketers have adopted inbound marketing strategies, though 19% remain unsure if their activities qualify as inbound.
2. Inbound marketing has achieved majority market share but some marketers still struggle to define it, indicating a need for further education.
3. Successful inbound execution requires strategically integrating it throughout marketing practices rather than treating it as separate tactics.
Click through this presentation to see the power of employer branding, and how you can incorporate that talent brand for successful talent acquisition.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
The document discusses strategies for recruiting high performing insurance producers. It begins by noting the challenges of finding and retaining producers given high turnover rates. It advocates adopting an "always hiring" mentality to recruit younger producers.
It then discusses targeting producers through online channels like LinkedIn that younger job seekers prefer. Mentorship programs are highlighted as important for training new producers. Compensation trends showing younger producers preferring salary over commission are also noted.
The document concludes by discussing a "Moneyball" approach to reduce hiring risks by screening candidates based on proven sales experience and ability to handle rejection, rather than just appearance, to improve retention rates beyond the current average of 22% after 10 years.
This document provides an overview of quantifying the impact of an organization's talent brand. It begins by defining key terms like employer brand and talent brand. It then outlines five steps to quantifying talent brand impact: learn the language, find your partners, measure what matters, beware of pitfalls, and get started. The document focuses on step three, providing examples of metrics to measure like social media follower quality, talent response rates, applicant quality, and time to hire. Visualizing these metrics over time can help demonstrate the impact of talent brand strategies.
The document discusses the challenges of 2020 and highlights key lessons. It summarizes the SoDA annual report, which features contributions from digital agency founders discussing their experiences navigating uncertainty during the COVID-19 pandemic. The report introduction by Justin Lewis emphasizes moving forward with purpose and optimism despite challenges, believing the best work is still to come.
Corporate giving in the US exceeded $18 billion in 2017, a 3.9% increase from 2014, showing growing generosity among individuals and companies. Strategic corporate social responsibility (CSR) initiatives can attract and retain talent by appealing to employees' desires to contribute to social causes and see the impact of their work. Effective CSR programs highlight community projects, integrate social missions with branding, and demonstrate how the company enhances employees' experiences and skills.
How can you compete with best-in-class companies for standout talent? This employer branding infographic outlines what it takes to climb your way to the top. It also reveals the Fortune 500 top 5 employer brands as ranked on WilsonHCG’s Fortune 500 Top 100 Employment Brands Report.
En cntnt-ebook-savvy-hr-leader-guide-to-digital-recruitingAnthony Acampora
Digital tools can help optimize the talent lifecycle from attracting candidates to onboarding and retaining employees. During the attracting phase, companies should focus on building their employer brand and showcasing their unique culture. Data and predictive analytics can help identify the best candidates during the hiring process. Onboarding is critical for new employee productivity and integration, and digital tools can streamline onboarding. Ongoing employee development and empowerment is also important for engagement and retention.
Attracting, Recruiting and Hiring Talented Employeesjscher
The document discusses the challenges that printing executives face in attracting, recruiting, and hiring talented employees. It notes transitions in the workforce as Baby Boomers retire and generations X and Y enter. While generations X and Y have skills needed in technology and marketing, they are often unaware of career opportunities in printing. The document recommends that printing companies understand what drives different generations, market aggressively using social media, and define their brand to attract young talent.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
Social media and digital marketing are becoming the new norm in recruiting. Recruiting budgets and volumes are increasing for the first time in 4 years, putting pressure on talent acquisition leaders to scale operations while doing more with less. Competition is the top obstacle to attracting talent, especially for US companies. Social professional networks have become the top source of quality hires, growing 57% over the past 4 years. Employer branding and passive candidate recruitment are also major competitive threats. Mobile recruiting is on the rise as the talent industry embraces new technologies.
This document provides guidance on leveraging LinkedIn for lead generation. It discusses understanding your target market and customers, searching LinkedIn to find target companies and individuals, and using the data from LinkedIn searches. It includes case studies of clients who increased conversion rates, response rates, and built large sales pipelines using LinkedIn data for campaigns. The document advises being specific about your target market to get valuable results from LinkedIn searches.
That is precisely the stage Digital Marketing industry is experiencing today. The Wave related with this industry is so solid today that it's without a doubt the best time to be a piece of this quickly developing industry.
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
Thank you to The Windy City Summit for letting me facilitate a breakout session on increasing market value through talent. We know that banking institutions with an engaged workforce and a stronger employer brand outperform their peers. In this session, I take a closer look at increasing employee engagement and strengthening employer branding both aligned to increasing market value.
The document discusses challenges that financial services companies face in attracting and retaining top talent. It outlines three main challenges: 1) Recruiting candidates with highly specialized skills as traditional jobs are replaced by technology. 2) Complying with extensive regulations in online recruiting. 3) Overcoming negative perceptions of the industry's reputation and culture. It provides solutions such as developing an employer brand through blogging, using inbound recruiting strategies to engage passive candidates, vetting social media posts for legal compliance, and emphasizing culture and trust in employer branding.
This document discusses how technology can be used as the foundation for marketing campaigns. While technology and innovation influence many campaigns, the key is making sure the technology fits the brand's core idea and is emotional. The article discusses a campaign called "The Most Powerful Arm" that used an interactive robot arm driven by Facebook users to sign a petition for muscular dystrophy research. The campaign was successful due to combining technology, human stories, and digital and traditional PR. The takeaway is that any brand can have a technology-focused campaign if the tech evokes emotion and fits the brand's core idea. Physical manifestations of ideas and stirring deep emotions are also principles for effective campaigns.
The document discusses finding new products to license in the pharmaceutical industry. It notes that while licensing deals have been a major force of growth, there are challenges in finding new opportunities beyond traditional sources. It suggests exploring online databases, virtual partnering forums, internet networking, and niche partnering events to uncover unknown companies and products. As technology advances, collaboration platforms and loose networks of specialists may disrupt traditional licensing models. To engage future opportunities, companies must embrace new tools and seek partnerships globally rather than relying only on existing contacts and networks.
Generic Licensing is proposing a Licensing Pavilion at the CPhI Worldwide Frankfurt trade show in October 2011. The Pavilion would feature 12 licensing companies on a shared exhibition space and stand that would be heavily promoted before, during, and after the show. Benefits would include pre-arranged meetings with top clients, shared leads generated, and increased online and industry exposure. Companies interested in the opportunity must express interest by March 2011.
The i-Believe Business Channel now includes the Ideas People network of 100 business and tech sites that focus on innovation. The Ideas People Network reaches a highly affluent audience including nearly 15% of senior managers, 15% of IT decision makers, and nearly 20% of affluent online users according to ComScore. It provides access to professionals across science, business, academia and finance through sites like FastCompany.com, CFO.com, and VentureBeat.com. Advertising on the Ideas People Network costs €13 per 1000 impressions with no minimum order requirement.
This document introduces some key concepts about investments including:
1) The reasons for investing include earning returns on idle resources, generating funds for specific goals, and providing for an uncertain future.
2) There are three main types of investments - economic, financial, and general investments.
3) Some important characteristics of investments are potential returns, risk level, safety, and liquidity.
4) There are several important reasons for individuals to invest, such as retirement planning, tax benefits, inflation protection, and income generation.
The document discusses the development of biosimilars, which aim to provide lower-cost alternatives to biologic drugs once patents expire. It notes that while biosimilars are similar to generic small molecules, developing biosimilars is more complex due to proteins' large molecular structures. Regulatory frameworks in Europe and the US require biosimilars to demonstrate similarity to approved reference products through comparative clinical and nonclinical studies. The development and approval process aims to show biosimilarity while avoiding unnecessary repetition of studies.
Diseminare mobilitate Comenius - BELGIA - Using video to support lifelong lea...Adrian Chiorescu
Diseminare mobilitate Comenius la Leuven, Belgia.
Denumire: "Using video to support lifelong learning"
Beneficiar: Adrian Chiorescu
Şcoala "Elena Cuza" Iaşi
This document summarizes some notable events that occurred in a particular year from the perspective of the author. It mentions that the author obtained their bachelor's degree in finance that year. The Nobel Peace Prize was awarded to Muhammad Yunus and Grameen Bank for their work in microfinance. Google acquired YouTube for $1.6 billion. Warren Buffett announced he would donate 85% of his fortune to charity. One of the author's favorite James Bond films, Casino Royale, was also released that year.
This document lists past clients that have sponsored e-zines, including Mothercare, Ribena Plus, and Avonmore SuperMilk. Ribena Plus and Avonmore SuperMilk both sponsored campaigns on the Mykidstime e-zine in July 2013. Denny also sponsored the Schooldays Ezine and My Kids Time Ezine.
Salary data for more than 125 interactive, design, marketing, advertising and public relations positions
A formula for localizing salaries for your market
Hiring trends and best practices
Job descriptions for in-demand creative positions
This document provides salary ranges for creative and marketing positions in the United States. It begins with an introduction to the salary guide and discusses trends affecting hiring such as increased demand for digital talent and mobile skills. It then lists starting salary ranges in tables for positions in areas including design, interactive, content development, advertising, and public relations. The document concludes with tips for attracting top creative talent and preparing competitive job offers.
This document summarizes the digital marketing job market and provides tips for recruiting top talent. It finds that data analytics and conversion rate optimization roles are in high demand. Content marketing and marketing automation skills are also sought after. Experienced users of platforms like Salesforce Marketing Cloud, Marketo, and Adobe Marketing Cloud are headhunted. Some companies are building strong in-house digital media teams for paid search. The summary concludes by stating that the best candidates need to be recruited quickly and that interviews should be a two-way exchange rather than a grilling.
The document discusses talent trends and predictions for 2015. It predicts that agencies will need to focus on running lean and justifying their value with analytics as pricing pressure increases. Marketing organizations will need hybrid marketers with both strategic and analytical skills who can leverage data and technology. In-demand roles will include data scientists, strategists, and visual designers who can translate data into actionable insights. Digital and social media specialists will need strong strategic and analytical abilities to develop comprehensive digital and content strategies.
Your Rock Solid Digital Approach to Attract More Industry AttentionAtlas Integrated
Learn how to identify which digital tools attract attention from companies, how to incorporate industry attraction into your digital media strategy, how to digitally target entrepreneurs within an industry, and how to digitally target site selectors and business location decision makers.
The document provides templates for digital marketing job descriptions, including an Analytics or Digital Insights Manager role. It describes the typical responsibilities of an Analytics Manager, such as implementing visitor tracking across platforms, developing business reports and dashboards to measure marketing performance, presenting insights and recommendations, overseeing web analytics systems, and defining an analytics strategy. The template also covers alternative job titles, required qualifications and average salaries for various digital marketing roles.
Say Something: Using Branding & Social Recruiting to Improve Candidate Experi...Crystal Miller Lay
By creating effective stories, changing what information you share and how you share it; you can arm the candidate with information they need to make better decisions about your job opportunity/opportunities.... and THAT improves the candidate experience.
This slide deck includes talking points and notes discussed in the presentation (so differs slightly from what was shared live. For on-demand presentations, visit http://shrmstore.shrm.org/s/talent-on-demand-attendees.html to purchase the session on demand.
This document summarizes the duties, salary, lifestyle, entry requirements, outlook, and trends for an Advertising & Promotion Manager. It discusses planning advertising campaigns, negotiating contracts, conducting market research, and evaluating websites. The median salary is $88,590 but has increased to $123,000 due to online marketing demands. Most work full time with punctuality and stamina. A college degree in marketing or business is typically required along with marketing experience. The field is expected to grow 17% by 2022 with increasing opportunities for skills in coding, design, and digital/online marketing.
Universum provides employer branding and talent attraction services to over 1,700 clients globally. Their Talent Insight Report uses survey data from over 1.3 million career seekers to help companies understand what their target talent groups want and which employers they find most attractive. The report provides comparisons of target groups' preferences, an analysis of employer brand strengths and challenges, and tailored recommendations to optimize employer branding strategy and activities based on target group insights.
In this webinar, Leslie Vickrey, CEO & Founder of ClearEdge Marketing, shares 3 marketing strategies for driving your growth. She focuses on website optimization, target account programs (sales campaigns) and social media marketing.
If your company needs to submit a Website Launch Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. http://bit.ly/37hqBPB
This document outlines the key steps to developing a successful community brand:
1) Define your strategic target (e.g. C-suite executives in advanced manufacturing) and prime prospects (e.g. CEOs making an expansion decision soon).
2) Translate your community's promise into compelling benefits for your targets (e.g. promising cost effective market access and citing highway access).
3) Understand your target's typical purchase timeline to engage them at the right stages.
4) Identify touchpoints like websites, conferences, and social media to communicate your brand message and manage your community's identity over 10-15 years.
Top Hacks to Prepare Your Employer Brand for a Hiring SpikeLinkedIn Europe
Slides from our recent webinar presented by Priyanka Malik and Julian Constance talking through their top tips to help companies get prepared for a surge in hiring.
Should every recruitment business be a digital marketing agency? - #Rechangou...Colleague Software
Should every recruitment business be a digital marketing agency? - #Rechangout White Paper
Download here: https://www.colleaguesoftware.com/resources/white-papers/should-every-recruitment-business-be-a-digital-marketing-agency
Marketing within Recruitment - The Swiss Army Knife of Modern Day Recruitment...Colleague Software
The role of marketing throughout the contemporary recruitment landscape is evolving – and fast. Marketing professionals able to adapt to unfeasibly quick changes and lead strategies across a sector so domineeringly dynamic, really have become the Swiss Army knife of modern-day recruitment performance. Once it was the recruiter making all the business decisions: now this role is the domain of the marketer.
From employer branding to candidate attraction to content production to choosing the most suitable internal tech structure, today’s recruitment marketers are not only on the cusp of change, they are leading it. And the staffing sector is a better place for it: Slicker, exciting and undeniably more professional.
This Whitepaper highlights how to become a brilliant marketer within the recruitment sector, covering topics including:
• What is the point? How can modern marketers really help recruiters?
• Recruitment is a process – so how can you really differentiate?
• Harnessing the power of your audience
• How to create compelling content for LinkedIn that drives traffic
back to your website
• Content plans which don’t cause discontent
• The Big Brand Approach to Engaging Customers
• Behavioural Tricks for New Business Persuasion
Linkedin Miniguide Five Steps For Crafting a Killer Social Recruiting StrategyAjumal Khan
1) The document outlines 5 steps for developing a killer social recruiting strategy: review goals, supercharge talent brand, harness employees, engage online, and measure success.
2) It emphasizes building a strong talent brand, engaging employees as ambassadors, targeting communications online, and using metrics like the Talent Brand Index to measure strategy effectiveness.
3) Key tactics include helping employees optimize profiles, sharing company stories/events, using LinkedIn Recruiter to build talent pipelines, and tracking metrics like offer acceptance rates and employee retention over time.
LinkedIn for Social Selling Program Rollout ChecklistBrynne Tillman
Ready for your sales team to use LinkedIn and social selling to grow their pipeline? We know it's exciting to leverage a tried and tested approach to selling; however, you may be setting up your team to fail without a proper rollout.
The Social Sales Link team recognizes this ongoing dilemma among sales leaders, which is why we've developed the LinkedIn for Social Selling: Program Rollout Checklist to help you start LinkedIn and social selling on the right foot.
You can download it 100% free as our little gift to all salespeople who see the value in building authentic relationships with their prospects and clients.
Get ready to start more sales conversations on a consistent basis. Get your copy now!
Similar to 2015 Salary Guide from The Creative Group (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...
2015 Salary Guide from The Creative Group
1.
2. VIP A CCESS TO CREATIVE
INDUSTRY SALARY INFORMATION
3. Moolah Palooza: Your Source for Creative
Industry Salary Information
Behind the Scenes: About the Guide
Hot Tickets: 5 Trends Heating Up Hiring
Cool Gigs: 9 In-Demand Creative Jobs
Rock Star Qualities: Characteristics to Look
for in Job Candidates
The Main Stage: Starting Salaries
Design & Production
Interactive Design & Production
Content Development & Management
Advertising & Marketing
Public Relations
Road Trip: Adjusting Salaries for U.S. Cities
The Main Stage: Starting Salaries in Toronto
Sound Advice: 5 Reasons You Should Avoid
Making a Counteroffer
Jam Session: Mixing Full-Timers and
Freelancers Through Flexible Staffing
TCG: Your Agent for Creative Talent
Office Locations
2
3
4
6
9
10
11
11
12
13
14
16
20
22
23
25
All trademarks contained herein are the property of their respective owners.
4. Moolah Palooza
Your Source for Creative Industry
Salary Information
The 2015 Salary Guide marks the 15th year The Creative Group (TCG) has
published data on starting compensation levels in the creative and marketing
fields. In that time, we’ve become the authority on the subject — and we’re
happy to share our insights and expertise with you.
This year’s Salary Guide takes you on a rockin’ road trip to Moolah Palooza,
the place to be for creative professionals in North America. Our goal is to give
you an exclusive, all-access look at the latest salary and employment trends
so you can make the smartest, most informed staffing and management
decisions for your business.
We invite you to contact us at creativegroup.com for help with any of your
creative staffing needs.
Now, grab your backstage pass, and let’s go!
ADDITIONAL
RESOURCES
Visit our Salary Center at
creativegroup.com/salary-center
for more information,
including our Salary Calculator.
Catch up on the latest industry news
and hiring trends in the creative
and marketing fields on the TCG Blog
at blog.creativegroup.com.
2 2015 SALARY G UIDE
5. Behind the Scenes
About the Guide
The Creative Group 2015 Salary Guide is the most comprehensive and
authoritative resource on starting compensation and hiring trends in the
creative and marketing fields. The guide includes more than 125 interactive,
design, marketing, advertising and public relations positions. You’ll also find
hiring tips and best practices you can immediately incorporate into your
recruitment and staffing efforts.
The salary figures in the guide are based on a variety of sources, most notably
the thousands of full-time, temporary and project placements that our staffing
and recruiting professionals make each year. We interact with hiring managers
and job seekers daily, which gives us unique real-world insight into the most
current compensation and employment trends.
Other sources include:
• Our frequent surveys of advertising and marketing executives
• An in-depth analysis of the hiring environment and an
extrapolation of current trends into 2015
• Local knowledge from our staffing and recruiting teams
throughout our branch network
Please note the projected salary ranges for each position
reflect starting pay only. Bonuses, incentives and other
forms of compensation are not taken into account. The
ranges represent national averages. You can adjust these
figures for your market by using the local variances on
Pages 14-15.
We produce a new guide every year to ensure our
data reflect the most recent employment trends.
Companies of all sizes use our information to
benchmark salaries, set compensation levels for
new employees and plan budgets.
Information from the Salary
Guide is so highly regarded
that the U.S. Department of
Labor’s Bureau of Labor
Statistics has used it when
compiling the Occupational
Outlook Handbook.
3 creativegroup .com
6. Hot Tickets
5 Trends Heating Up Hiring
Trends come and go in music and entertainment — the same holds true in the
business world. Before you make your next hire or map out big-picture staffing
plans, consider these five trends that are playing out in the creative industry.
1. Talent is harder to come by. Hiring managers report that demand for top
creative talent is outstripping supply in some cases. Candidates with strong
portfolios and the right mix of technical and soft skills frequently field
multiple job offers. Companies are discovering they have to move quickly to
ensure they don’t lose promising applicants to competitors. In addition to
recruitment concerns, retention also is becoming more of a priority.
2. Digital is still in the spotlight. Growth in the digital space, particularly
mobile, is a trend that’s only gathering more steam. Many companies
seek creatives with interactive expertise who can help build responsive
websites and apps and develop or fine-tune digital strategies. Federal
regulations related to the Affordable Care Act and Section 508 compliance
(which requires federal agencies to make their electronic and information
technology accessible to people with disabilities), for example, are also
leading many companies to revamp their web presences.
FAST FACT
Percentage of advertising and marketing executives
who said candidates at least sometimes try to
negotiate salary when presented with a job offer.
45%
Source: The Creative Group survey of 400 advertising and marketing executives in the United States
3. There’s more moolah for marketing. Greater optimism about the overall
business landscape has led to bigger marketing budgets. With more
money available for new projects, particularly digital marketing initiatives,
both full-time job seekers and freelancers in this space are finding career
opportunities. In particular, employers seek midlevel professionals with
three to five years of experience.
4 2015 SALARY G UIDE
7. HOT TICKET S
4. Employers are offering VIP perks. Salaries are on the rise, and bonuses
are back. Perks that promote work-life balance, such as telecommuting
options, are becoming more mainstream. A startup-like culture (flexible
schedules, casual attire, catered lunches, extra time off, etc.) has emerged
in some markets as a way to make work environments more enticing.
FAST FACT
Percentage of advertising and marketing executives
who said the number of creative staff working
remotely today is higher than it was three years ago.
33%
Source: The Creative Group survey of 400 advertising and marketing executives in the United States
5. Indie creatives are in demand. Agencies and in-house departments
alike are bringing in freelancers to help manage workloads and access
specialized skills that don’t exist internally. In many cases, they are
extending full-time offers to consultants who have proved successful in
their roles.
Advertising and marketing professionals were asked, “Besides
salary and bonuses, which one of the following elements do job
candidates most often try to negotiate?” Top responses included:
36%
Additional
vacation
time
26%
Flextime or
flexible
scheduling
15%
Remote work or
telecommuting
options
Source: The Creative Group survey of 400 advertising and marketing executives in the United States
5 creativegroup .com
8. Cool Gigs
9 In-Demand Creative Jobs
Wondering who the headlining acts are this year? Here are nine creative
professionals that hiring managers are clamoring for:
1. Account manager • Manages client relationships within an agency and
helps develop public relations (PR) strategies. May supervise multiple teams
of account executives and coordinators. Requires excellent communication,
project management, customer service, organizational and leadership skills.
2. Content strategist • Develops content strategy based on a company’s
or client’s business objectives and customer or end user needs. Also
responsible for overseeing content requirements and creating content
strategy deliverables (including content audits, gap analyses, taxonomies,
metadata frameworks, style guides, content migration plans and editorial
calendars) across a project life cycle.
3. Digital marketing strategist • Develops website user experience (UX)
strategies, including information design, online content strategy and lead-generation
tactics. Manages website usability testing across all phases
of site development. Distills research and analytical findings, explains the
strategic/tactical marketing implications, reports website performance
analytics, and provides ROI modeling. Requires strong communication skills
to keep senior management fully informed of campaign activity, challenges
and opportunities.
4. Front-end web developer • Develops web- and mobile-based applications
and works on website maintenance and enhancements. Other duties
include writing web pages in a combination of languages and assisting
in the coding and testing of technical solutions. Must be proficient in
web technologies, including user interface design, CSS, HTML, HTML5,
JavaScript and jQuery. Experience with content management systems,
such as WordPress and Drupal, is often preferred.
5. Graphic designer • Develops or acquires images used in a variety
of creative projects (ads, brochures, corporate identity, packaging,
presentations, promotional displays, signage, websites, etc.) and oversees
the design, layout and formatting of these materials. Must possess a
strong sense of concept development, in addition to communication,
collaboration, research, problem-solving and presentation skills. Proficiency
in Adobe Creative Suite is typically required. Web design skills are a plus.
6 2015 SALARY G UIDE
9. COOL GIGS
6. Social media manager • Implements an organization’s social media
strategy, developing brand awareness, generating inbound traffic and
encouraging product adoption. Reports on the progress of applying
various social media tactics using a variety of digital analytics and media
tracking tools. Also coordinates activities with internal marketing and
PR teams to support their respective missions, ensuring consistency in
voice and cultivating an engaged social media community. Strong project
management and organizational skills and deep knowledge of social media
platforms are required.
7 creativegroup .com
10. COOL GIGS
7. User experience (UX) specialist • Responsible for creating satisfying or
compelling experiences for users of a product, often drawing on results
from user research and workflow analysis. Areas of focus may include
content, controls, visual design, packaging, customer/technical support,
branding and other aspects of user experience. May be responsible for
producing tools such as personas, usage scenarios, site maps, taxonomies
and wireframes. May conduct usability testing on prototypes or finished
products to assess the quality of a user experience. Must have an expert
understanding of graphic design and web technologies.
8. Web content writer • Writes clear and compelling website content,
including articles, product descriptions, online advertisements, promotional
copy, e-newsletters, blog posts and podcast scripts. Edits and repurposes
existing print copy for the Web, and plans and crafts email marketing
campaigns. Requires strong writing and editing skills. HTML and search
engine optimization skills are a plus.
9. Web designer • Designs Internet and intranet sites that accurately reflect
an organization’s goals, objectives and identity. Creates the concepts,
artwork and layout for sites and other online projects based on creative
briefs and client meetings. Uses web and design software such as Adobe
Creative Suite applications. Should be familiar with web protocols such as
CSS, HTML, JSP and XML. Understanding of web design issues, including
browser usability and cross-platform compatibility, is necessary. Requires
strong design and troubleshooting skills, as well as an eye for detail.
Responsive design skills are a plus.
For a complete list of job descriptions for the positions we place, please
visit creativegroup.com.
8 2015 SALARY G UIDE
11. Rock Star Qualities
Characteristics to Look for
in Job Candidates
Different companies obviously have different goals, needs and roles to fill.
But in general, hiring managers are on the hunt for creative professionals
with the following skills, traits and qualifications:
Experience • While there are opportunities for standout entry-level job
seekers, particularly those with strong online portfolios, employers are
generally looking to hire creative professionals with a minimum of three
years of experience.
Mobile mastery • Many companies are pouring resources
into mobile. Creative professionals — whether designers,
developers or marketers — with experience creating
compelling content for mobile devices have the upper
hand in salary negotiations.
FAST FACT
Percentage of advertising and marketing executives
who said the mobile Internet will have the greatest
impact on their advertising and marketing strategy in
the coming year.
67%
Source: The Creative Group survey of 400 advertising and marketing executives in the United States
Versatility • Multitalented professionals who can
work in hybrid roles are highly sought. Designers
with proven web development and coding abilities
are particularly well-positioned, as are copywriters
with search engine optimization expertise.
Soft skills • Requisite technical skills — whether
it’s in-depth knowledge of JavaScript or Joomla —
vary depending on the role. But every employer
with an open creative position today needs
strategic thinkers who can sell ideas,
communicate clearly, and collaborate
effectively with a wide range of
colleagues and clients.
9 creativegroup .com
12. The Main Stage
STARTING S ALARIES
DESIGN & PRODUCTION
POSITION LOW HIGH
Creative Director (8+ years) $ 105,500 $ 185,500
Creative Director (5 to 8 years) $ 95,500 $ 136,000
Creative Services Manager $ 77,250 $ 115,000
Art Director (5+ years) $ 72,750 $ 106,000
Art Director (3 to 5 years) $ 63,000 $ 82,500
Production Director (8+ years) $ 82,500 $ 112,500
Production Manager $ 60,500 $ 83,750
Production Coordinator $ 41,000 $ 55,250
Project Manager $ 56,000 $ 84,500
Studio Manager (5+ years) $ 73,000 $ 103,000
Studio Manager (1 to 5 years) $ 58,500 $ 81,500
Traffic Manager $ 51,500 $ 73,750
Traffic Coordinator $ 39,000 $ 56,000
Technical Illustrator $ 68,500 $ 96,500
Medical Illustrator $ 65,500 $ 88,250
Illustrator (3+ years) $ 54,500 $ 78,500
Illustrator (1 to 3 years) $ 41,000 $ 55,000
Graphic Designer (5+ years) $ 63,500 $ 90,000
Graphic Designer (3 to 5 years) $ 51,500 $ 72,000
Graphic Designer (1 to 3 years) $ 38,750 $ 56,500
Package Designer $ 59,250 $ 89,750
Package Production Artist $ 46,750 $ 65,250
Layout Designer $ 46,500 $ 64,500
Litigation Graphics Specialist $ 58,250 $ 87,000
Infographics Designer $ 55,750 $ 78,000
3D Animator $ 61,500 $ 89,500
3D Modeler $ 60,000 $ 85,250
Studio Artist (3+ years) $ 51,000 $ 71,500
Studio Artist (1 to 3 years) $ 38,500 $ 56,000
Multimedia Designer $ 57,500 $ 86,250
Presentation Specialist (3+ years) $ 55,500 $ 81,000
Presentation Specialist (1 to 3 years) $ 44,500 $ 57,500
Production Artist (3+ years) $ 48,250 $ 66,000
Production Artist (1 to 3 years) $ 36,250 $ 50,500
10 2015 SALARY G UIDE
13. THE MAIN S TAGE
INTERACTIVE DESIGN & PRODUCTION
POSITION LOW HIGH
Interactive Creative Director $100,500 $ 180,250
Interactive Art Director $ 84,000 $ 125,000
Interaction Designer (5+ years) $ 80,500 $ 114,500
Interaction Designer (1 to 5 years) $ 54,500 $ 85,000
Responsive Designer $ 70,250 $ 101,750
Digital Designer $ 63,000 $ 89,000
Information Architect $ 85,000 $ 130,000
User Experience (UX) Director $ 110,500 $ 178,000
User Experience (UX) Designer $ 80,500 $ 126,500
User Experience (UX) Specialist $ 82,500 $ 124,250
User Interface (UI) Developer $ 83,500 $ 123,750
Web Designer (5+ years) $ 80,000 $ 112,500
Web Designer (1 to 5 years) $ 54,000 $ 84,000
Email Marketing Designer $ 52,750 $ 75,000
Flash Designer/Developer $ 62,250 $ 92,000
HTML Developer $ 60,250 $ 85,500
Front-End Web Developer (3+ years) $ 63,750 $ 100,000
Front-End Web Developer (1 to 3 years) $ 50,750 $ 72,000
Interactive Producer $ 72,750 $ 103,000
Web Production Artist $ 50,000 $ 68,000
Motion Designer $ 66,000 $ 98,000
Video Producer $ 63,250 $ 89,500
Video Editor $ 56,000 $ 82,000
Mobile Designer $ 71,000 $ 109,500
Mobile Developer $ 89,000 $ 130,000
CONTENT DEVELOPMENT & MANAGEMENT
POSITION LOW HIGH
Copywriter (5+ years) $ 76,500 $ 108,000
Copywriter (3 to 5 years) $ 58,750 $ 77,500
Copywriter (1 to 3 years) $ 42,500 $ 58,000
Medical Writer (5+ years) $ 85,500 $ 119,250
Medical Writer (3 to 5 years) $ 68,500 $ 93,500
Curriculum Developer/Writer $ 70,000 $ 98,750
Instructional Systems Designer $ 72,500 $ 111,000
Proposal Writer $ 63,000 $ 87,750
Web Content Writer (5+ years) $ 64,500 $ 95,000
Web Content Writer (1 to 5 years) $ 46,750 $ 70,000
11 creativegroup .com
14. THE MAIN S TAGE
CONTENT DEVELOPMENT & MANAGEMENT (Continued)
POSITION LOW HIGH
Blogger $ 43,000 $ 65,250
Copy Editor (3+ years) $ 54,000 $ 74,500
Copy Editor (1 to 3 years) $ 39,500 $ 54,250
Proofreader $ 37,500 $ 55,250
Content Manager $ 64,250 $ 86,500
Content Strategist $ 72,500 $ 100,000
ADVERTISING & MARKETING
POSITION LOW HIGH
AGENCY
President $140,000 $ 214,750
Vice President $ 128,000 $ 190,500
Business Development Director $ 96,500 $ 161,250
Creative Director $ 108,500 $ 170,000
Account Director $ 94,000 $ 126,250
Account Supervisor $ 77,250 $ 102,000
Account Manager (5+ years) $ 64,750 $ 90,750
Account Executive (3+ years) $ 52,250 $ 72,500
Account Coordinator (1 to 3 years) $ 37,500 $ 53,500
Account Planner/Strategist $ 43,000 $ 65,500
Social Media Account Manager $ 54,500 $ 75,250
CORPORATE
Chief Marketing Officer $ 140,500 $ 220,750
Vice President of Marketing $ 120,000 $ 214,000
Marketing Director $ 94,250 $ 143,000
MarCom Manager (5+ years) $ 74,250 $ 104,500
MarCom Manager (3 to 5 years) $ 60,000 $ 82,000
MarCom Coordinator (1 to 3 years) $ 41,750 $ 59,250
AGENCY OR CORPORATE
Media Director $ 85,750 $ 122,250
Media Planner $ 59,750 $ 84,000
Media Buyer (3+ years) $ 55,000 $ 81,250
Media Buyer (1 to 3 years) $ 43,750 $ 59,000
Market Researcher (3+ years) $ 66,750 $ 86,750
Market Researcher (1 to 3 years) $ 46,500 $ 62,250
Brand/Product Manager (5+ years) $ 84,500 $ 112,500
12 2015 SALARY G UIDE
15. THE MAIN S TAGE
ADVERTISING & MARKETING (Continued)
POSITION LOW HIGH
AGENCY OR CORPORATE (Continued)
Brand/Product Manager (1 to 5 years) $ 63,000 $ 90,000
User Experience (UX) Analyst $ 74,750 $ 102,500
Event/Trade Show Manager $ 55,000 $ 81,000
Event/Trade Show Coordinator $ 41,500 $ 57,000
Digital Marketing Strategist $ 90,000 $ 135,250
Interactive Marketing Manager $ 86,500 $ 127,000
E-Commerce Marketing Manager $ 84,250 $ 116,250
Email Marketing Manager $ 68,000 $ 93,500
Mobile Marketing Manager $ 85,250 $ 118,000
Marketing Analytics Specialist (3+ years) $ 72,750 $ 96,000
Marketing Analytics Specialist (1 to 3 years) $ 57,000 $ 74,500
Web Analytics Specialist (3+ years) $ 80,000 $ 106,250
Web Analytics Specialist (1 to 3 years) $ 72,500 $ 99,750
SEO/SEM Specialist (3+ years) $ 72,500 $ 97,750
SEO/SEM Specialist (1 to 3 years) $ 52,000 $ 68,250
Digital Project Manager $ 73,500 $ 112,500
Digital Traffic Manager $ 57,500 $ 82,500
Digital Community Manager $ 62,250 $ 73,000
Social Media Manager $ 67,000 $ 93,000
Social Media Specialist $ 53,500 $ 75,500
PUBLIC RELATIONS
POSITION LOW HIGH
AGENCY
Vice President/Group Director $ 122,000 $ 210,750
Account Manager/Supervisor $ 80,750 $ 116,000
Senior Account Executive (5+ years) $ 72,000 $ 102,000
Account Executive (3 to 5 years) $ 56,000 $ 74,000
Account Coordinator (1 to 3 years) $ 38,500 $ 57,500
CORPORATE
Vice President of Public Relations $ 121,500 $ 210,000
Public Relations Director $ 97,000 $ 136,000
Public Relations Manager $ 78,000 $ 99,500
Public Relations Specialist (5+ years) $ 65,000 $ 91,750
Public Relations/Communications
Specialist (1 to 5 years) $ 43,750 $ 66,000
13 creativegroup .com
16. Road Trip
Adjusting Salaries for U.S. Cities
The starting salary ranges provided on the previous pages reflect the
national averages for each position. To determine the estimated salary range
for a position in your area, use the local variance numbers below. Move
the decimal point in the variance number two places to the left, and then
multiply this figure by the low and high ends of the salary range.
ALABAMA
Birmingham..................95.0
Huntsville.......................93.0
Mobile.............................86.0
ARIZONA
Phoenix........................108.0
Tucson..........................102.0
ARKANSAS
Fayetteville...................95.0
Little Rock.....................95.0
CALIFORNIA
Fresno............................ 90.0
Irvine............................. 124.5
Los Angeles.................127.0
Oakland.........................127.0
Ontario.......................... 115.0
Sacramento.................101.5
San Diego..................... 118.5
San Francisco............ 138.0
San Jose...................... 135.0
Santa Barbara............ 125.0
Santa Rosa.................... 118.1
Stockton........................85.0
COLORADO
Boulder.......................... 115.3
Colorado Springs...... 90.5
Denver.......................... 103.7
Fort Collins................... 94.1
Greeley.......................... 84.6
Loveland.........................91.4
Pueblo............................78.0
CONNECTICUT
Hartford ....................... 116.5
New Haven................... 112.0
Stamford....................... 131.0
DELAWARE
Wilmington ................105.0
DISTRICT OF COLUMBIA
Washington................ 132.0
FLORIDA
Fort Myers.....................89.0
Jacksonville..................94.5
Melbourne.....................89.5
Miami/
Fort Lauderdale.........107.0
Orlando..........................99.0
St. Petersburg..............95.5
Tampa..............................97.0
West Palm Beach.....100.0
GEORGIA
Atlanta..........................105.0
Macon............................ 84.0
Savannah...................... 84.0
HAWAII
Honolulu....................... 94.0
IDAHO
Boise................................86.1
ILLINOIS
Chicago........................ 123.0
Naperville..................... 112.0
Rockford....................... 80.0
Springfield.....................91.0
INDIANA
Fort Wayne....................81.0
Indianapolis................. 94.0
IOWA
Cedar Rapids...............93.0
Davenport.....................93.0
Des Moines.................100.0
Sioux City......................82.0
Waterloo/
Cedar Falls....................85.0
KANSAS
Kansas City................... 97.0
KENTUCKY
Lexington..................... 90.5
Louisville........................92.0
LOUISIANA
Baton Rouge................99.0
New Orleans.................99.0
MAINE
Portland.........................95.0
MARYLAND
Baltimore.....................103.0
14 2015 SALARY G UIDE
17. MASSACHUSETTS
Boston.......................... 133.0
Springfield..................104.0
MICHIGAN
Ann Arbor...................100.5
Detroit..........................100.0
Grand Rapids...............85.5
Lansing.......................... 84.0
MINNESOTA
Bloomington..............105.5
Duluth.............................79.6
Minneapolis.................106.0
Rochester....................100.5
St. Cloud........................82.0
St. Paul.........................102.0
MISSOURI
Kansas City...................99.2
St. Joseph......................91.0
St. Louis.......................100.3
NEBRASKA
Lincoln............................85.0
Omaha............................96.0
NEVADA
Las Vegas......................93.8
Reno................................95.0
NEW HAMPSHIRE
Manchester/
Nashua.......................... 112.0
NEW JERSEY
Mount Laurel............... 115.0
Paramus....................... 130.0
Princeton..................... 125.0
Woodbridge............... 126.5
ROAD TRIP
NEW MEXICO
Albuquerque................90.5
NEW YORK
Albany............................ 97.0
Buffalo............................95.0
Long Island................. 120.0
New York..................... 139.0
Rochester.......................91.7
Syracuse....................... 90.3
NORTH CAROLINA
Charlotte.......................101.5
Greensboro.................100.0
Raleigh.........................104.0
OHIO
Akron..............................89.0
Canton............................82.0
Cincinnati...................... 97.5
Cleveland.......................95.5
Columbus......................96.5
Dayton............................ 87.0
Toledo............................ 84.5
Youngstown..................76.0
OKLAHOMA
Oklahoma City..............91.7
Tulsa................................92.0
OREGON
Portland.......................106.5
PENNSYLVANIA
Harrisburg.....................95.0
Philadelphia..................115.0
Pittsburgh.....................96.2
RHODE ISLAND
Providence.................... 97.0
SOUTH CAROLINA
Charleston.....................93.0
Columbia.......................93.5
Greenville.......................91.5
TENNESSEE
Chattanooga................89.0
Cool Springs.................99.0
Knoxville........................88.0
Memphis........................95.0
Nashville........................98.5
TEXAS
Austin............................106.0
Dallas.............................107.5
El Paso............................70.0
Fort Worth...................107.0
Houston.........................107.5
Midland/Odessa......... 115.0
San Antonio..................98.0
UTAH
Salt Lake City..............101.0
VIRGINIA
Norfolk/
Hampton Roads......... 94.5
Richmond......................98.0
Tysons Corner............ 132.0
WASHINGTON
Seattle........................... 118.9
Spokane.........................82.0
WISCONSIN
Appleton........................85.0
Green Bay......................86.5
Madison...........................97.5
Milwaukee...................100.5
Waukesha......................98.5
15 creativegroup .com
18. The Main Stage
STARTING SALARIES IN TORONTO
DESIGN & PRODUCTION
POSITION LOW HIGH
Creative Director (8+ years) $ 96,500 $ 215,000
Creative Director (5 to 8 years) $ 88,000 $ 160,000
Creative Services Director $ 81,750 $ 100,000
Creative Services Manager $ 57,500 $ 78,000
Art Director (5+ years) $ 73,000 $ 105,500
Art Director (3 to 5 years) $ 64,000 $ 78,500
Production Director (8+ years) $ 89,250 $ 115,500
Production Manager $ 68,250 $ 98,000
Production Coordinator $ 45,000 $ 65,000
Project Manager $ 52,000 $ 85,500
Studio Manager (5+ years) $ 65,250 $ 89,000
Studio Manager (1 to 5 years) $ 55,000 $ 74,500
Traffic Manager $ 52,500 $ 77,000
Traffic Coordinator $ 45,000 $ 58,500
Technical Illustrator $ 57,750 $ 85,500
Medical Illustrator $ 63,000 $ 95,500
Illustrator (3+ years) $ 56,500 $ 89,500
Illustrator (1 to 3 years) $ 47,250 $ 67,500
Graphic Designer (5+ years) $ 72,000 $ 92,500
Graphic Designer (3 to 5 years) $ 57,750 $ 75,000
Graphic Designer (1 to 3 years) $ 45,000 $ 60,750
Package Designer $ 68,250 $ 110,000
Package Production Artist (3+ years) $ 62,000 $ 86,500
Package Production Artist (1 to 3 years) $ 50,000 $ 68,500
Layout Designer $ 55,000 $ 72,000
3D Animator $ 66,500 $ 95,500
3D Modeler $ 66,500 $ 94,500
Studio Artist (3+ years) $ 47,250 $ 56,500
Studio Artist (1 to 3 years) $ 38,250 $ 46,500
Multimedia Designer $ 55,000 $ 82,500
Prepress Specialist (3+ years) $ 57,750 $ 82,000
Prepress Specialist (1 to 3 years) $ 46,500 $ 57,750
Presentation Specialist (3+ years) $ 66,500 $ 95,000
Presentation Specialist (1 to 3 years) $ 52,500 $ 66,500
Production Artist (3+ years) $ 53,500 $ 74,500
Production Artist (1 to 3 years) $ 38,500 $ 53,500
Note: All salaries listed on this and the following pages are in Canadian dollars.
For job descriptions, please visit creativegroup.com.
16 2015 SALARY G UIDE
19. THE MAIN S TAGE
INTERACTIVE DESIGN & PRODUCTION
POSITION LOW HIGH
Interactive Creative Director $ 96,500 $ 170,000
Interactive Art Director $ 82,500 $ 131,250
Interaction Designer (5+ years) $ 79,500 $ 110,000
Interaction Designer (1 to 5 years) $ 57,500 $ 85,500
Responsive Designer $ 65,500 $ 88,500
Digital Designer $ 65,500 $ 92,750
Information Architect $ 84,000 $ 162,500
User Experience (UX) Director $ 87,500 $ 156,500
User Experience (UX) Designer $ 71,000 $ 136,500
User Experience (UX) Specialist $ 68,500 $ 122,000
User Interface (UI) Developer $ 76,500 $ 142,000
Web Designer (5+ years) $ 85,500 $ 125,500
Web Designer (1 to 5 years) $ 57,750 $ 85,500
Email Marketing Designer $ 57,250 $ 74,500
Flash Designer/Developer $ 57,750 $ 85,000
HTML Developer $ 67,250 $ 88,500
Front-End Web Developer (3+ years) $ 65,500 $ 95,500
Front-End Web Developer (1 to 3 years) $ 50,500 $ 79,500
Interactive Producer $ 57,000 $ 82,500
Web Production Artist $ 55,250 $ 70,500
Motion Designer $ 68,250 $ 91,750
Video Producer $ 56,500 $ 77,750
Video Editor $ 58,500 $ 78,500
Mobile Designer $ 70,000 $ 98,500
Mobile Developer $ 70,500 $ 105,500
CONTENT DEVELOPMENT & MANAGEMENT
POSITION LOW HIGH
Copywriter (5+ years) $ 82,500 $ 136,250
Copywriter (3 to 5 years) $ 62,500 $ 85,750
Copywriter (1 to 3 years) $ 48,500 $ 60,000
Instructional Systems Designer $ 57,500 $ 98,000
Proposal Writer $ 65,000 $ 99,750
Web Content Writer (5+ years) $ 88,500 $ 120,750
Web Content Writer (1 to 5 years) $ 55,500 $ 86,500
Blogger $ 50,250 $ 75,000
Copy Editor (3+ years) $ 64,000 $ 85,500
Copy Editor (1 to 3 years) $ 48,500 $ 60,500
17 creativegroup .com
20. THE MAIN S TAGE
CONTENT DEVELOPMENT & MANAGEMENT (Continued)
POSITION LOW HIGH
Proofreader $ 50,000 $ 75,500
Content Manager $ 56,500 $ 82,500
Content Strategist $ 69,500 $ 89,500
ADVERTISING & MARKETING
POSITION LOW HIGH
AGENCY
Account Manager (5+ years) $ 76,500 $ 130,000
Account Executive (3+ years) $ 58,500 $ 79,500
Account Coordinator (1 to 3 years) $ 47,750 $ 60,500
Account Planner/Strategist $ 81,750 $ 134,500
Social Media Strategist $ 68,250 $ 112,000
Social Media Account Manager $ 61,250 $ 80,500
CORPORATE
Vice President of Marketing $104,000 $ 195,000
Marketing Director $ 86,000 $ 175,000
MarCom Manager (5+ years) $ 84,500 $ 100,000
MarCom Manager (3 to 5 years) $ 62,000 $ 78,000
MarCom Coordinator (1 to 3 years) $ 42,000 $ 60,000
AGENCY OR CORPORATE
Media Planner $ 60,000 $ 108,500
Market Researcher (3+ years) $ 47,000 $ 65,000
Market Researcher (1 to 3 years) $ 41,500 $ 49,500
Brand/Product Manager (5+ years) $ 79,000 $ 115,000
Brand/Product Manager (1 to 5 years) $ 53,500 $ 75,500
User Experience (UX) Analyst $ 81,750 $ 106,000
Event/Trade Show Manager $ 57,750 $ 68,250
Event/Trade Show Coordinator $ 48,000 $ 57,750
Digital Marketing Strategist $ 84,500 $ 131,500
Interactive Marketing Manager $ 83,750 $ 130,000
E-Commerce Marketing Manager $ 84,000 $ 130,000
Email Marketing Manager $ 80,750 $ 125,000
Mobile Marketing Manager $ 78,500 $ 125,000
Marketing Analytics Specialist (3+ years) $ 78,500 $ 112,000
Marketing Analytics Specialist (1 to 3 years) $ 59,500 $ 76,500
18 2015 SALARY G UIDE
21. THE MAIN S TAGE
ADVERTISING & MARKETING (Continued)
POSITION LOW HIGH
AGENCY OR CORPORATE (Continued)
Web Analytics Specialist (3+ years) $ 85,500 $ 138,500
Web Analytics Specialist (1 to 3 years) $ 75,000 $ 85,500
SEO/SEM Specialist (3+ years) $ 77,500 $ 96,500
SEO/SEM Specialist (1 to 3 years) $ 62,000 $ 75,500
Digital Project Manager $ 66,500 $ 122,000
Digital Traffic Manager $ 57,500 $ 85,500
Digital Community Manager $ 52,500 $ 76,000
Social Media Specialist $ 50,000 $ 75,000
PUBLIC RELATIONS
POSITION LOW HIGH
Public Relations Director $ 89,250 $ 136,250
Public Relations Manager $ 73,500 $ 93,000
Public Relations Specialist $ 46,500 $ 75,000
Visit our Salary Centre at
creativegroup.com/salary-centre
for more information, including
our Salary Calculator.
19 creativegroup .com
22. Sound Advice
5 Reasons You Should Avoid
Making a Counteroffer
No performer — or manager — enjoys watching people head for the exit.
But when you learn that a standout employee is considering a job with
another company, take a step back before you reflexively begin preparing a
counteroffer. There are many reasons to think long and hard before trying to
beat or match a competing firm’s compensation package.
FAST FACT
Percentage of advertising and marketing executives
who said the number of counteroffers extended by
their company has increased in the last six months.
FAST FACT
Percentage of advertising and marketing executives who
said their primary motivation for issuing a counteroffer
is to avoid losing an employee with hard-to-find skills.
20%
39%
Source: The Creative Group survey of 400 advertising and marketing executives in the United States
Here are five reasons to resist the temptation to counteroffer:
1. It’s not a long-term fix. Providing a competitive salary, excellent benefits,
frequent recognition and clear career paths are effective employee retention
strategies. Throwing out a last-ditch counteroffer, on the other hand, is
often just a costly way to delay the inevitable. Many employees who accept
counteroffers end up leaving their firms sooner rather than later anyway.
2. You set a bad precedent. What happens when word spreads that you
sweetened the pot for one employee? It’s likely other team members
will expect similar treatment in the future. It could even prompt some
employees to explore the job market as a renegotiation tool.
3. Morale can suffer. Fair or not, extending a counteroffer can lead to claims
of favoritism. Tension and resentment could arise if team members become
jealous of the employee you bent over backward to keep. Your staff also
might interpret your actions as a sign that it takes a resignation threat — not
dedication and hard work — to get your attention and, ultimately, get ahead.
20 2015 SALARY G UIDE
23. SOUND ADVICE
4. It can be difficult to re-establish trust. If a bump in salary persuades
the employee to stay with your firm, your first reaction might be one of
relief. But once you move beyond the initial crisis, doubts about the staff
member will likely surface. In fact, 28 percent of advertising and marketing
executives surveyed by TCG said they would question the loyalty of an
employee who accepted a counteroffer.
5. The employee’s performance won’t likely improve. Paying a person more
won’t necessarily yield better creative work. If particular employees come
to believe that they are now deemed “indispensable,” there’s little incentive
to step up their game.
TOP FOUR CONCERNS
OF EXTENDING A C OUNTEROFFER
28%
21%
20%
15%
Employee will be less loyal to the company
Employee’s concerns cannot be adequately addressed
Department’s salary structure will become skewed
Employee’s relationship with his/her manager or coworkers
will be strained
Source: The Creative Group survey of 400 advertising and marketing executives in the United States
21 creativegroup .com
24. Jam Session
Mixing Full-Timers and Freelancers
Through Flexible Staffing
Change — and lots of it — is the only constant today. The companies most
poised for success are those that remain agile in responding to an ever-evolving
business environment. This is especially true when it comes to
understanding which creative professionals you need to hire — and when.
A flexible staffing structure that mixes full-time employees and highly skilled
freelancers enables agencies and in-house departments of all sizes to nimbly
staff up or down based on workload demands. While this staffing approach
has been popular for decades, more companies began embracing flexible
staffing structures during the Great Recession, and the lessons they learned
have been lasting ones. In fact, this cost-effective approach to managing
personnel resources has become “the new normal” — a permanent part of
many firms’ human resources plans.
The number of creative professionals choosing to work on a freelance basis
is also rising. The result? Employers can tap the wealth of experience and
knowledge these skilled workers possess without taking on the fixed costs of
a full-time hire.
A FLEXIBLE STAFFING STRUCTURE
WILL ENABLE YOU TO:
1. Quickly and easily adjust staffing levels, keeping overhead
costs under control year-round.
2. Ease the burden on core team members who are spread
too thin.
3. Access a deep talent pool of professionals who possess
specialized creative or technical skills that aren’t available
in-house.
4. Avoid the damaging cycle of overstaffing followed by layoffs,
thereby boosting the job stability and morale of your full-time
employees.
5. Reduce recruiting time (and the associated costs) if you later
decide there’s a longer-term need for the position. If the
freelancer has done great work, you’ll already have a proven
candidate in place who may be interested in a full-time role.
22 2015 SALARY G UIDE
25. TCG
Your Agent for Creative Talent
The Creative Group (TCG), a division of Robert Half, a global leader
in professional staffing and consulting services, specializes in placing
interactive, design and marketing professionals on a project and full-time
basis. Some of the key benefits we can offer your business include:
The right people, right on time • Hiring mistakes waste time and money. Our
staffing and recruiting professionals excel at making smart matches from our
extensive network of experienced job candidates. We make sure they’re ready
from day one to help keep your business running at full speed.
Recruitment, from beginning to end • We handle all aspects of the hiring
process for you: Our staffing professionals conduct face-to-face interviews,
technical skills evaluations, portfolio reviews, select reference checks, soft
skills assessments and salary discussions with our candidates. We evaluate
their fit with your work environment so that we’re making the right placement
the first time.
23 creativegroup .com
26. TCG
A personal touch • Technology is no replacement for personal service.
Although we are able to leverage the very latest technology tools to quickly
find you the best available candidates, we also provide one-on-one service
tailored to your unique hiring needs. In other words, we don’t rely solely on
e-solutions. We take a high-tech and high-touch approach.
Options to fit your needs • Whether you’re looking for a freelancer during
workload peaks, a full-time employee or a team of creative professionals to
assist with a big special project, our staffing professionals can provide you
with a range of options based on your criteria.
Hard-to-find talent • TCG attracts top job candidates by offering them access
to the best job opportunities and skills enhancement courses to expand their
career options. We also gain exposure to creative talent through our alliances
with leading professional associations, organizations and media outlets,
including AIGA, the American Advertising Federation, Graphic Design USA,
HOW and Rhode Island School of Design.
Total web solutions • We work closely with Robert Half Technology, our sister
division, to help our clients staff web projects, from concept to completion.
The best reputation • We are known for providing unparalleled service.
Since 1999, we have developed and refined our ability to read the job
market in all kinds of economic conditions to offer our clients informed advice
and highly skilled candidates.
FEATURED ARTISTS
Visit our portfolio site at
creativegroup.com/creative-portfolio
to see a sampling of
our hottest creative talent.
24 2015 SALARY G UIDE
27. Office
Locations
T C G
SECTION ROW SEAT
UNITED STATES
Phoenix
Irvine • La Jolla
Los Angeles • Oakland
San Francisco • San Jose
Denver
Hartford • Stamford
Washington
Coral Gables
Atlanta
Chicago
Boston
Southfield
Minneapolis
St. Louis
Paramus • Princeton
Woodbridge
New York
Charlotte • Raleigh
Cleveland • Columbus
Philadelphia
Nashville
Austin • Dallas • Houston
Seattle
ARIZONA
CALIFORNIA
COLORADO
CONNECTICUT
DISTRICT OF COLUMBIA
FLORIDA
GEORGIA
ILLINOIS
MASSACHUSETTS
MICHIGAN
MINNESOTA
MISSOURI
NEW JERSEY
NEW YORK
NORTH CAROLINA
OHIO
PENNSYLVANIA
TENNESSEE
TEXAS
WASHINGTON
CANADA
Toronto
ONTARIO
Visit creativegroup.com/office-locations
to find the TCG office nearest you.
25 creativegroup .com