Only 216 years to go until equal pay
Josephine Kemp 3rd April 2019Yesterday (April 2nd) was Equal Pay Day – symbolising how far into the year women have to work to earn the same as men did the previous year. The World Economic Forum calculates that, at current rate of progress, the pay gap will not be closed until 2235. Unequal pay for men and women doing the same job has been illegal in the UK for 40 years, yet the pay gap remains at 8.6% for full-time employees. In the US, women earn 81 cents to every dollar a man makes. Yet, perhaps not that surprisingly, a recent survey revealed that nearly half of men, and a quarter of women, do not believe in the pay gap.
Equal Pay Day brought about a plethora of news articles on which companies, roles and areas are falling behind on equal pay: over one hundred NHS trust have a larger pay gap than last year, the gender
gest job site in the US – the largest being Indeed – so the synergies are obvious, especially if the new owner opts to further integrate the two sites. Whether this justifies the gigantic valuation is another question entirely – the barrier to entry for new rivals doesn’t seem especially high to me, leaving the sector very open to further disruption. But Glassdoor, which has 30m members worldwide, is already growing faster than LinkedIn, Indeed and Monster, so what lessons can employers learn from it?
Research from the Recruitment and Employment Confederation suggests 42% of employers have 
Conde Nast announced this week the appointment of the popular and influential Edward Enninful as the new Editor of British Vogue. The response from the fashion and media world has been widespread delight.
This is such a perennial issue in the headhunting world I’m surprised it’s taken this blog so long to get round to covering it. Before I became a headhunter, I would never have dreamed of asking someone how much they earned – it just isn’t done in polite conversation. Now, I have to do it dozens of times a week. The vast majority of candidates answer without batting an eyelid, but a handful still bristle at the question, or refuse to answer whatsoever. This is understandable, but ultimately misguided.
It’s only two weeks since the EU referendum and media businesses and their employees are still trying to get their heads around what Brexit might mean for the economy, and for the media industry in particular. The economic and political ramifications of the vote are likely to affect us all from years to come, and it’s too early to accurately say what might happen, but in our conversations with business leaders across the media sector a broad picture is starting to build up.
Thanks to the increasing take-up of digital technologies and production cycles that ensure new content and information can be made available on an almost continuous basis, the media market is becoming ever more global – and with that comes a need for senior staff with the experience and drive to lead teams that are often dotted in offices across the globe.
Today marks eight years since MTA opened its doors to an eager media market. Although, as it turned out, the media market in 2008 was not that eager: within weeks, the global economic collapse had gathered pace and there was precious little investment in the industry. Timing has always been my strong point.
It used to be the case that most people would go to work, do their job, and never talk in detail to the outside world about what they were up to. That was for the bosses to worry about.
It’s all too easy nowadays for marketing messages to be avoided. In such a super-saturated time it seems obvious to say this but, nevertheless, it’s true. Print advertising is growing less effective; ad-blocking software fights against pop-ups and intrusive Google Ads; and YouTube has provided us all with the ultimate get out – the ‘skip ad’ button.
At the Mobile World Congress in Barcelona this year, Mark Zuckerberg made an interesting comment about what he looks for when making important hires.
In his 2011 AdWeek memoir on David Ogilvy, the advertising legend, Kenneth Roman 
Every week I talk to dozens of media business leaders about how they recruit senior executives. I ask them what the changing nature of business means for their hiring policies, what their recruitment challenges and pain points tend to be, and I also ask about the measures they take when they’re recruiting executives – the advertising they use, the contingency agencies taken on, and the headhunters they engage.
Here’s a potentially concerning development all media owners would be advised to keep an eye on: this week, the Financial Times revealed ‘several’ mobile operators are proposing to lock advertising on their networks, with one European provider preparing to do so before the end of this year.
As an executive search firm serving the media and information sectors, a large number of recent briefs have focused on hiring people to drive or assist transformational or cultural change within a client organisation.
As an executive search firm which specialises in making senior leadership hires in the media and information sector, we are often asked to find general managers who have a track record in leading international/global teams.