Page 11 - ADNews magazine March-April 2022

The arrival of COVID-19, and restrictions on physical movement, has been both an opportunity and a curse. Less time getting ready for the office. More “me” time.
Home-office melded into one and agencies are reporting big savings in real estate costs. But is there a cost in connectivity, in loyalty?
Feeling overworked? You’re not alone. Savings in commute time tend to, without strict discipline, become extra working time. Industry insiders report growing annual leave balances. Who wanted to holiday when COVID- 19 restrictions could be applied at any time?
And why does it always seem like there aren’t enough people to get the work done?
Jobs were shed in 2020 as agencies went into protection mode to meet an expected economic downturn. But since then employment has surged as ad spend reaches record levels with brands scrambling to dip into the wallets of consumers.
The latest MFA (Media Federation of Australia) census shows a 19.1% increase in the industry population, and higher-than-normal vacancy levels.
Australian media agencies employ a record 4,412 people compared to 3,703 in 2020 and 3,902 in 2019. At the same time, the industry has a vacancy rate of 12%, about double the normal levels of around 6%.
Virginia Scully, people and culture director, Hatched: “I actually believe the way we worked before the pandemic was already broken. It’s just supercharged the process. I find it baffling that we achieved anything in large scale open plan offices five days a week, two hours in traffic a day.”
Scully sees the Great Resignation as more of a great re-evaluation. “It has shaken us up,” she says. “We’ve had to look within and employers who don’t prioritise their people and humanise work will find it challenging
to attract and retain great talent.”
But the pandemic changes have their own problems.
Scully says a re-prioritisation of people is needed if organisations are to retain staff and revenue.
“We work faster and longer due to things like tech avail- ability anywhere everywhere, reduced travel, and change happening faster than it ever has in history – and it’s only
going to increase,” she says.
“We are forced to make huge organisational decisions
almost in the moment, as the rules shift and change. There is no yardstick for decision-making because what’s happening is unprecedented in the modern workplace context. So businesses are forced to make some of it up as they go along. There’s a lot of pressure and
increase risk in this.
“Burnout is a major issue with the World Health
Organisation suggesting overwork is now one of the leading causes of heart attack and stroke globally.
“We are also seeing women as the main carers jug- gle teaching and caring and, as a result, their health and
their careers are being significantly impacted.
“Mental health, loneliness and disconnection, focus and purpose is getting more difficult. Increasing annual leave bal- ances – people not taking holidays or proper breaks to switch off and rest. Hybrid work moving between home and office for different types of work experience. These human impacts are certainly not good
nor are they sustainable.”
Claire Monteilh, director of people and wellbeing, UM:
“By allowing remote working and/or setting regional hubs, the opportunity for organisations is two-fold. They will improve talent retention for organisations but will also pro- vide employment opportunities in areas - and to people - who
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