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1、Recruiting digital talent:Strategies for retail media and beyond Copyright WARC 2023,All rights reserved.2 Copyright WARC 2023,All rights reserved.Strategies for retail media and beyondIn this reportContentsKey takeaways 3The challenge 4Todays battle for talent Why recruiting for digital is differen

2、t The strategy 8Start at the beginning:upskill the recruiters Wanted:A multitude of skillsets The solution 15Building a digital-ready recruitment strategyNext steps“The secret of my success is that we have gone to exceptional lengths to hire the best people in the world.”Steve Jobs,co-founder,chairm

3、an and CEO of Apple.The inextricable linkage between talent and innovation was clear to Jobs.Talent fuels innovation,and innovation drives demand for talent.In the hotbed of innovation that is retail media today,many marketers are challenged to find and retain the talent needed to support sustained

4、growth.The growth of blended marketing and sales teams to achieve the full-funnel power of retail media has put new pressures on the those responsible for recruiting and retention.The rapid pace of change means soft skills such as creativity,collaboration and technical aptitude may make the traditio

5、nal measurement of“years of experience”a secondary consideration at best.In service of WARCs goal to promote marketing effectiveness,we initially approached the recruiting and retention challenges through the lens of retail media.However it became clear these same challenges marketing faced existed

6、across the broader organization.In this report,our second in a three-part series on Organizational Readiness produced in partnership with the Digital Shelf Institute,we present a framework organizations can use to acquire and retain the talent needed to innovate and win in the retail media space and

7、 beyond.We interviewed insiders at brands,agencies and recruiters for input on todays challenges and solutions.Throughout,we underscore the potential of how talent management can be a key driver of digital transformation in marketing and beyond.Gregory GrudzinskiWARC Digital CommerceSeptember 2023No

8、te:The first report of the series,How retail media is disrupting marketing structures,was published in July 2023.The final report of the series,on the topic of agency partnerships,will be published in early 2024.21Identifying,recruiting and retaining top e-commerce talent requires a step change from

9、 the traditional hiring processes.Recruiting and human resource teams play a critical role in building the future leadership of the organization,and need to be staffed and trained accordingly.ModernizeIntegrateE-commerce is inherently cross-functional in nature.Successful leaders need to adopt a com

10、prehensive approach encompassing all relevant stakeholders including product development,supply chain,marketing,sales,and finance.Key takeawaysTalent availability can play an outsized role in the decision to in-source or out-source key capabilities.Both options carry vital implications,requiring car

11、eful consideration by the organization.Recruitment and retention go hand-in-hand.Creating and promoting developmental and career track opportunities can help companies attract and retain digital talent in todays competitive job market.Recruiting teams need training and support to gain a solid knowle

12、dge of digital roles and concepts in order for them to effectively evaluate talent.345StrategizeSynergizeEmpowerment3 Copyright WARC 2023,All rights reserved.Strategies for retail media and beyondThe challenge Copyright WARC 2023,All rights reserved.4The steady decline in US unemployment has proved

13、to be a challenge for many companies,with some industries getting hit harder than others.For consumer brands and their agency partners competing for digital talent,this impact has been profound.Complicating the search for talent is the fact that retail media in its current form has only been around

14、for a few years.The lack of standardized offerings of ad units,data and metrics makes it even harder to find talent that can literally“hit the ground running.”Recruiters and HR departments have been forced to recalibrate their thinking to evaluate a candidates experience for a role that might not ha

15、ve existed even a few years ago.Roles where three years of related experience may make the candidate a subject matter expert.Identifying and hiring the talent is just the beginning.Todays battle for talent0%10%20%30%40%Other(please specify):Ad fraudThe dominance of a few e-commerce platformsA lack o

16、f industry diversityChanges in budgeting methods(e.g.zero-based budgeting)Google/Facebook duopolyTransparency of client/agency relationshipsBrand safetyThe phasing out of the tracking cookieThe impact of e-commerce on retailImplementing sustainability initiatives across the businessComplexity of adt

17、ech/martechDisruptions to supply and deliveryViewability&accurate measurementShort-termismTalent and skills shortagesMedia and audience fragmentationSpiraling inflation and the cost of living crisis37%34%27%25%23%18%16%16%15%12%12%11%11%11%7%7%4%2%Talent shortage is a top concern of marketers planni

18、ng for 2023When drawing up marketing plans for 2023,which issues are the biggest causes of concern?Source:WARC,The Marketers Toolkit 20235 Copyright WARC 2023,All rights reserved.The challengeThe job market has benefited from the scramble and renewed focus on talent acquisition.The packaged goods in

19、dustry has witnessed the importance and power of e-commerce.It now needs talent to build out strategies and gain expertise that will help them increase their online sales and share.E-commerce talent has been a hot commodity over the past few years and there is no sign of that cooling down anytime so

20、on.Numerous industry insiders employers and employees told us they feel the traditional hiring process is ill-suited for the industry.Brick and mortar retail industry has been around for over 250 years.Despite the brevity of its lifespan,e-commerce is rapidly evolving.An individual with two years ex

21、perience may be more of an“expert”than one with five years.This is one of the fundamental ways e-commerce challenges the traditional way of evaluating and recruiting talent.It points to the fact that digital transformation of any type least of all e-commerce needs to include an effort to assess the

22、people and processes responsible for recruiting the talent the organization requires to grow.E-commerce as we know it,started with Amazon as an online bookstore 30 years ago.There are retail execs with 25 years of experience in logistics;there practically is no one who has 25 years experience in ret

23、ail media and few who can lay claim to having even 2.5 years experience.1900Traditional groceryOnline grocery19201940196019802000202020401920-30193019882020191619992007201220201.Piggly Wiggly(1916):The first self-service grocery store.1.Webvan(1999):Webvan was one of the first prominent online groce

24、ry delivery startups.2.Amazon Fresh(2007):Launched in 2007,Amazon Fresh allowed customers to order groceries online and have them delivered.3.Instacart(2012):Instacart partnered with existing grocery stores,allowing customers to order from a variety of local retailers.*4.COVID-19 Pandemic(2020):The

25、COVID-19 pandemic accelerated the adoption of online grocery shopping as people sought safer ways to purchase essential items.2.A&P(1920s-1930s):One of the first national grocery store chains in the US.3.King Cullen(1930):Widely considered Americas First Supermarket.4.Walmart Supercenters(1988):Walm

26、art introduced a full-service supermarket with a discount store.5.Amazon Fresh Grocery Store(2020):Amazons brick and mortar supermarket.Note:*Instacart has announced plans to do an initial public stock offering later in 2023.Source:WARC Digital Commerce,2023Why recruiting for digital talent is diffe

27、rentOnline grocery evolved more in 25 years than traditional grocery retail did in the last 100 yearsMilestones in the evolution of in-store and online grocery 1916 2020.6 Copyright WARC 2023,All rights reserved.The challenge199419982000200520142020199519992004201120172023Netscape Navigator launches

28、 as a web browser.PayPal launches asan e-commerce payment system.Amazon introduces AmazonPrime membership.Etsy launches.Stripe launches.J launches.Apple Pay introduced as a mobile payment method.COVID-19 drives e-commerce growth.Google introducesGoogle AdWords as an online advertising tool.Amazon la

29、unches.Alibaba launches.Shopify launches.Google Wallet introduced as a digital payment method.Cyber Monday sales exceed$6.5B.Shoppable Instagram is introduced.Facebook rolls out Sponsored Stories as a form of early advertising.Milestones in the evolution of digital commerce technology 1994 2022Sourc

30、e:The History of E-commerce:A TRecruiting and retaining top talent has been challenged by rapid innovation in digital commerce7 Copyright WARC 2023,All rights reserved.The challengeThe strategy Copyright WARC 2023,All rights reserved.8A chief marketing officer we spoke with in the home furnishings s

31、pace explained that the biggest change in the talent market hes seen in the past few years was only visible after a pivot in his companys recruitment strategy.“It went from being impossible to find people to being easy,”he said.This tactic may not be suitable for all,yet it underscores the importanc

32、e of creativity in recruiting as well as the need for a robust retention strategy to complement recruitment efforts.Without one,a companys top talent is visible and vulnerable to competitor recruitment at any point.Another tactic this organization used was to hire interns to handle routine,repetitiv

33、e activities like social media monitoring and sentiment analysis.“This ensures we have a pool of entry-level talent to fuel the growth of our business,instead of competing with every other organization to find talent externally,”he explained.The company stopped considering unsolicited resumes and jo

34、b inquiries.Instead,it recruited candidates directly typically ones working at competitors on LinkedIn and other social platforms.“It went from being impossible to find people to being easy.”Chief marketing officer at Household Goods PureplayThe secret?Start at the beginning:Upskill the recruitersTh

35、e strategy9 Copyright WARC 2023,All rights reserved.New roles and old modelsTraditionally roles in sales strategy or brand management fit neatly into organizational chart boxes.E-commerce is different.It can report into sales,marketing,or sit within a Center of Excellence with dotted lines to both.A

36、bove all,the lines and boxes drawn today may need to be redrawn to address future opportunities and challenges that simply dont exist today.“Fitting a new model into an old role wont work,”says John Denny,VP CAVU Consumer Partners,who works with the firms Uncommon marketing and creative team,focused

37、 on accelerating portfolio challenger brands like Poppi Beverages and Native Pet.“These e-commerce roles did not exist 5-10 years ago because e-commerce was not a priority for most businesses.Now that many organizations have more than 10%of their sales coming from e-commerce,they are seeing the need

38、 to change that,“said Denny.For the organization to retain them,they will need to have the right support,leadership,budget and span of control to be successful.The skills that are essential for success in this role are not necessarily ones that can be easily spotted on a resume.“The ideal candidates

39、 need to be agile,cross-functional thinkers who are results oriented and are looking to drive change and influence growth in the company.”John Denny,VP CAVU Consumer Partners10 Copyright WARC 2023,All rights reserved.The strategyE-commerce encompasses a diverse array of skills,many of which are alig

40、ned to specific technologies or retailers.Success managing retail media with Amazon requires a deep understanding of the platform and the myriad of strategies that can improve business performance.The focus of the role will likely remain on Amazon in order to build a deep expertise around that busin

41、ess.The challenge comes when an individuals career path is constrained to be an“Amazon only“role,possibly depriving the organization of the individuals ability to share and apply successful strategies and tactics with retailers beyond Amazon.The goal is not to hire generalists,but to hire multi-tale

42、nted specialists who can develop a mastery of a variety of functions.As one recruiter described it,“Its like trying to find a tool that is a Swiss Army knife.”The value of career pathingWhen hiring,the roles career path within the organization is a crucial consideration.Traditional career trajectori

43、es often involve experiences across multiple departments to reach a general management position.However,e-commerce disrupts this concept due to its inherently cross-functional nature.E-commerce leaders must adopt a holistic approach understanding the impact digital commerce has on product developmen

44、t,supply chain,marketing,sales,and the impact on the P&L.When hiring for e-commerce,talent specific skill sets are more important than years of experience.Those skills include cross functional alignment,influencing,leading programs and agile thinking.The role of an e-commerce leader is not only to i

45、mprove business performance,it is to also evangelize the importance of digital to every aspect of the business.“The leaders of tomorrow are increasingly e-commerce professionals.”Lisa Heins,e-commerce recruiter“Im not interested in hiring generalists.But e-commerce talent needs to have multiple skil

46、l sets which makes it easier for them to pivot.”Anu Bliss,General Manager Digital Commerce Practice,The Emerson GroupWanted:A multitude of skillsets11 Copyright WARC 2023,All rights reserved.The strategyC-suitee-comm CoEIn the Democratized Model e-commerce roles are dispersed across the organization

47、,often supported by a Center of Excellence(COE).15%19%20212022Source:The Profitero 2022 e-commerce organizational benchmark study(%respondents using model)Cross-functional by natureAnu Bliss,of The Emerson Group,elaborated on the capabilities of key team members,highlighting the talents of individua

48、ls who excel in diverse and sometimes unrelated domains.She provided a specific example of a member from the media team,who possesses extensive expertise in omni channel strategies and holds an advanced degree in Learning&Development,and an analytics lead who was very good at developing others talen

49、ts in the organization.E-commerce leaders versus traditional leadersThe cross-functional nature of e-commerce requires a balanced knowledge of strategy and tactics.Team leaders need to understand how e-commerce works down to the most granular of details such as how many images Walmart accepts or how

50、 Target thinks about their retail media attribution strategy,Bliss explained.This deep knowledge enables an e-commerce leader to intuitively recognize when strategic shifts are necessary.The distinction from traditional leadership lies in their requirement to possess a deep,granular understanding of

51、 these details while also maintaining a view to formulate overarching strategies.Digital leadership needs to have a balanced understanding between operating the organization and knowing the details of the organization,Bliss said.Centers of Excellence drive demand for cross-functional talentIn the fi

52、rst installment of the WARC Digital Commerce Organizational Readiness series,titled“How Retail Media Disrupts Marketing Structures,”we delved into the transformation of e-commerce teams.Among the three models we analyzed the Embedded Team,the Sidecar,and the Democratized Model the Democratized Model

53、 emerged as the most advanced and widely adopted.This aligns with the rising demand for professionals who possess cross-functional skills.12 Copyright WARC 2023,All rights reserved.The strategyIn-source or out-source?Hiring for e-commerce roles requires a careful reevaluation of agency partnerships.

54、(The final part of WARC DCs three part series on organizational readiness focuses on the subject of agency relations,and is scheduled to be published early next year.)The decision to in-source or out-source capabilities has significant implications for both short-term recruitment and long-term readi

55、ness.For example,e-commerce content development is defined as the creation of copy and content for product detail pages(PDPs).There are different ways to produce the ongoing stream of content needed:hire an agency,create an internal team,or a hybrid of both.Questions to considerAlthough the choices

56、may appear straightforward,their ramifications can be quite complex.Establishing an internal team will necessitate a multi-year plan.Will this team operate as a service bureau,generating content as needed according to briefs from sales or marketing?Will it be staffed with individuals empowered to ma

57、ke independent judgments regarding copy and content?Will they also manage content syndication?How will we gauge their performance?Whats the projected timeline for getting the business unit fully operational?Conversely,an agency with experience in content development can operationalize quicker much f

58、aster than it would take to build an internal team.However,if the need arises to transition agencies,will this result in a disruption in the supply of content to PDP and retail media positions?Agencies are also facing challenges recruiting and retaining digital talent.Will a change of agency personn

59、el adversely,even if temporarily,impact the quality and consistency of output?Are there insights captured by the agency that the agency client might not have easy access to?13 Copyright WARC 2023,All rights reserved.The strategyWhen evaluating what roles to bring in-house some questions to ask might

60、 be:How will adding this role affect my overall e-commerce strategy?Is there enough time and role consistency in the organization for those positions to gain expertise and be the subject matter expert(SME)for the organization?Is the organization invested in e-commerce so that this role will have the

61、 support it needs to be successful?What tangential functions will the group handle outside its core responsibilities?A word about the role of AIIn the wake of AI being more accessible it is important to not only evaluate which roles to bring in-house but also which tasks can be automated to improve

62、efficiency.Anu Bliss of Emerson includes this in her operating principles:“Grow where the growth is,follow the software,and automate low skill tasks through automation,”she explained.?TimingAccountabilityAdoptionStrategyAsking the right questions14 Copyright WARC 2023,All rights reserved.The strateg

63、yThe solution15 Copyright WARC 2023,All rights reserved.Attracting digital talent means the organization needs to create an environment where digital talent can succeed.This means providing the support needed to make an impact,which comes in the form of executive leadership understanding the importa

64、nce of digital and making it a cornerstone of strategic planning.Ensuring appropriate budgeting and resource allocations so jobs can be done effectively.Cross functional understanding from leadership on how digital impacts individual stakeholders and why it is important to the business.Clearly commu

65、nicating the impact digital has on the P&L and assigning realistic growth targets.Creation of an environment that is“digital leadership friendly,”which may include the creation of a chief digital officer.Requirements for supporting digital talent:ResourcesKnowledgeTransparencyCultureBuilding a digit

66、al-ready talent strategy16 Copyright WARC 2023,All rights reserved.The solutionThe RTO debate(return to office)One key element of a recruiting strategy is the type of work environment offered.Most candidates seeking digital roles today are looking for a remote position.Offering a flexible,hybrid mod

67、el is also a smart recruiting tactic.“The job market might have softened to some degree,but theres always competition for top talent,”according Brian Elliott,founder of the research consortium Future Forum,in an interview with CNBC*.“People still want flexibility at work,and theyre ready to walk if

68、they dont get it.”The good news is there is ample data to suggest motivated workers,given the right tools and team structures can be as or more productive as they would be in a traditional office environment.Finally,once a talent-friendly environment is created,there needs to be a way to make it kno

69、wn to potential employees.This can take the form of video interviews with leaders,blog posts,LinkedIn campaigns or even interviews with different functions for candidates to get the best picture of how the organization works together.The key is to show that the commitment to digital is actual and no

70、t just aspirational.Before COVID 15-20%of people were looking for remote roles.After COVID 85%of candidates wont even consider a role that isnt remote.”Lisa Heins,E-commerce Recruiter*:https:/ Copyright WARC 2023,All rights reserved.The solutionPromote your employee referral programPeople trust and

71、value the opportunities they hear about from friends and family.From new hires to existing employees,it is vital to educate all employees on the benefits of having an employee referral program and make sure they know about the tools available for them.Share data and statistics with your executive te

72、am,directors,and hiring managers on companies who have reduced their time-to-fill and cost-per-hire metrics as a result of their employee referral program.Educate your hiring managersPartner with your marketing departmentKeep it easy and rewarding to submit qualified talentShine a light on your empl

73、oyees who participateMarry your employee referral program to your technology12345Source:iCIMS Cloud Based Recruiting18 Copyright WARC 2023,All rights reserved.The solutionCreate a Culture of LearningRetaining digital talent can be different from other roles.The rapid change in the digital space requ

74、ires more deliberate support to stay current on industry trends and best practices.This comes in the form of continuous educational programs,external subscriptions,conferences and networking in the industry.Digital comes with its own unique set of acronyms and terminology.This can pose a challenge f

75、or HR teams to assess a candidates credentials if the recruiter lacks familiarity with the digital space.Educating HR teams and including existing digital talent in the conversation will provide a well rounded understanding of how to describe the role and how to determine if the candidate is the rig

76、ht fit.Empowering organizational transformationEducation should be a crucial component of the digital strategy for any organization.Given that e-commerce is a relatively new industry,its important to note that many employees lack a background in digital technologies,and incorporating digital thinkin

77、g into their mindset and operations is not second nature to them.To address this,it becomes imperative to provide ongoing,specialized education for employees across all functions.This education should aim to help them comprehend the significance of digital technology,recognize its relevance to their

78、 individual roles,and understand the ways in which it influences their specific responsibilities.Companies are learning that building good teams and investing in their development is best practice.One such company is T.Marzetti,whose product line consists largely of refrigerated dips and dressings,f

79、rozen breads,and licensed sauces.Michael Reda,Head of e-Commerce,Digital,Design&Insights at T.Marzetti explains his companys approach to education this way:“Weve made a commitment to keep our teams,e-commerce knowledge and experience fresh.We know these skills are in demand and our approach ensures

80、our talent is equipped with the knowledge needed to grow.”19 Copyright WARC 2023,All rights reserved.The solutionNext stepsAssessing digital readiness in recruitment and retention pactices improves the ability to attract top talent,streamline hiring processes,and foster employee engagement that impo

81、ves retention and ultimately business outcomes.Enhancing the recruiting teams digital talent assessment skills will enable them to better assess the skills and potential of candidates whose resumes may not accurately refect their capabilities.Creating success metrics for recruitment and retention of

82、 digital talent can help identify the strategies and tactics that are most effectively attracting,retaining,and developing talent effectively in the technology-driven digital commerce space.Evaluate“digital readiness”of recruitment and retention practicesLevel-up recruiting teams on assessing digita

83、l talentDevelop success metrics to optimize digital recruit and retention12320 Copyright WARC 2023,All rights reserved.The solutionNext stepsPrioritize hiring cross-functional thinkers,particularly in teams handling retail media where problem-solving and and analytic skills are crucial for success i

84、n todays rapidly changing work environments.Encouraging employees to participate in recruitment efforts bolsters talent acquisition by leveraging their networks and endorsements,fostering a sense of ownership,and strengthening team cohesion.A corporate“Culture of Learning”can imrove recruitment outc

85、omes by attracting curious,growth-oriented talent,and retaining employees who value continuous development and adaptability in the workplace.Hire cross-functional thinkers,not generalistsIncentivize employees to aid in recruitment effortsCreate a“Culture of Learning”45621 Copyright WARC 2023,All rig

86、hts reserved.The solutionAt WARC,our purpose is to save the world from ineffective marketing by putting evidence at the heart of every marketing decision.We believe that effective marketing is based on facts and not opinions.Since 1985,weve brought confidence to marketing decisions through the most

87、trusted research,case studies,best practice,data and inspiration.Today,we help 75,000+marketers across 100+countries.Our clients include the worlds leading brands,advertising and media agencies,media owners,research companies and universities including the top-five largest agency groups and top-five

88、 largest advertisers in the world.Want to get access to WARC?Get a demo For more info:Gregory Grudzinski WARC Digital Commerce Contact usContact us to find out moreThe mission of the Digital Shelf Institute(DSI)is to shape the future of the industry and advance the growth of commerce through communi

89、ty,content and education.In the digital age,manufacturers have more opportunities to control their commerce destiny than ever before.Taking advantage of those opportunities requires new strategies,agile operations,new partnerships,and continuous improvement in every channel,both online and off.The c

90、ommunity was created to bring an ecosystem of experience together to share ideas,outcomes and the strategies that will drive revenue in the years ahead.For more info:Lauren Livak Director|Digital Shelf Institute laurendigitalshelfinstitute.orgwww.digitalshelfinstitute.org22 Copyright WARC 2023,All rights reserved.