Content 360 2025 Singapore
Quiet hiring in agencies: A significant problem or a chance to reinvest in existing employees?

Quiet hiring in agencies: A significant problem or a chance to reinvest in existing employees?

share on

Remember when quiet quitting was all anyone could talk about? In the midst of the post-pandemic burnout culture, many underappreciated and exhausted employees began doing the bare minimum to get by in their jobs in order to preserve their mental health. 

Now though, perhaps in response to the quiet quitting movement, employers have flipped the switch with a new trend designed to cope with shrinking budgets and hiring freezes and that is, quiet hiring. 

Quiet hiring is the latest trend where companies attempt to increase their productivity by getting current employees to take on roles outside their job description in order to avoid hiring more people. Companies who practice quiet hiring also tend to hire contract or temporary employees to cover extra tasks without having to commit to paying someone a full-time salary. 

While this is certainly not a new concept, it is one that has gained more prominence in the post-pandemic world.

However, is quiet hiring an issue in resource-strapped industries such as that of the advertising and marketing space? It would seem that the answer mostly lies in one's mindset.  

Don't miss: Quiet quitting in PR: It isn't new and it isn't so bad

"I think exploring new frontiers for agencies can be costly and fruitless, and with fast evolving frontiers, some irresponsibly laden existing talent with the burden," explained Marianne Whitman, R/GA Singapore's general manager. 

"That shouldn’t, however, overlook the huge opportunity for growth that this provides for both agency and talent if nurtured correctly," she continued before noting that change should be part of an agency's DNA. "However, to change at speed you need passionate and dedicated people eager to evolve their capabilities as well as systems to support them in the process," she said.

Whitman noted that at R/GA, they have seen had visual designers switch to experience designers, web engineers grow into mobile and communication strategists switch to experience strategy.

In many cases it’s a win-win: people grow based on their dream careers; and we benefit from people’s expanded skillsets.

She continued by saying that there is a fine line between the exploration of a new capability for talent and exploitation. "For it to be successful both parties need to establish clear expectations and boundaries around workload and timeframes," she said. 

Agreeing with her, Jolene Huang the chief talent officer, Singapore and Southeast Asia at Publicis Groupe argued that she does not see quiet hiring as an issue yet. "On the contrary, I perceive it as a creative and innovative approach to addressing the talent crunch, particularly in agencies, while simultaneously catering to the needs and aspirations of our people," she said. 

"Reframing quiet hiring as an approach that prioritises offering internal talent the first opportunity for growth can reveal several benefits," Huang explained.

She went on to say that for employers, saving on recruitment and onboarding can lead to greater flexibility when meeting the needs of people within the organisation. As for employees, it allows them to develop their skills, enhance their experience, and advance their careers within the agency while still enjoying job security.

However, Huang cautioned against falling into the trap of overwhelming employees even as a organisations face challenges with finding suitable talent and manage evolving employee expectations. 

Executing this strategy with logic, sensibility, and empathy is essential to prevent overwhelming individuals with more responsibilities than they are capable of or willing to manage.

She added that in her opinion, it is all about re-investing in people who are already in the organisation. 

"Conversations are a two-way street. If people feel like they are doing more than they can handle or have been given an opportunity that isn’t aligned with their wants, it’s essential to speak up and make it known," she said. 

True enough, it is essential for organisations to embrace the responsibility of fostering a supportive working environment, promoting work-life balance, and helping their people establish internal and external boundaries.

Related articles:
Struggling with quiet quitting? Here are 3 tips for PR professionals
Study: 50% of APAC marketers are burnt out, but 'Thrivers' exist. Are you a Thriver?
Study: 41% of APAC marketers lack time to be creative

share on

Follow us on our Telegram channel for the latest updates in the marketing and advertising scene.
Follow

Free newsletter

Get the daily lowdown on Asia's top marketing stories.

We break down the big and messy topics of the day so you're updated on the most important developments in Asia's marketing development – for free.

subscribe now open in new window