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Motivating Talent

This workshop at Quest for Value 2000 focused on how to create a company structure and culture to motivate staff in digital media companies.

Laptops and Desktops:
How to Retain and Motivate New Media Talent

Report by Nancy Campbell, October 2000

Panellists: Mandy Merron, Willott Kingston Smith; Steve Bright, Rubus: Helen Wilkinson, elancentric; Alex Nisbett, Arawak Interactive. Chair: Victoria Lubbock, Recruit Media.

The workshop was based around the premise that there is an enormous shortage of skilled labour in the new media industry. As Steve Bright explained in his introduction, employers within the ‘new economy’ are fighting to retain their talented employees, many of whom are constantly courted either directly by other companies or though recruiting firms. This workshop brought together a range of people to explore the shifting relationship between employer and employee in the new economy, and to discuss different means of acquiring and maintaining labour in this competitive market.

The panel agreed that the chief attraction for prospective employees in the new media industry was the excitement and flexibility it offered. Alex described the freedom available to workers as one of the key ‘softer incentives’ for motivating and keeping staff in his own company. As a classic small new media organisation, Arawak is unable to offer the more traditional incentives which draw employees. Younger people may be more inclined to take the job which allows them to choose their own hours, take paternity leave or even go on sabbatical rather than a possibly more secure career which provides a pension, shares and company car in exchange for a more rigid working pattern.

The question of flexibility threw up another major issue: how to approach the ever-growing tribe of freelancers. Both the panel and audience were concerned with the status of the freelance worker and their relationship with the company and permanent employees. As this type of temporary, contract-based work does, in many ways, represent the future of employment in new media, there are a number of managerial, and legal issues that must be resolved.

There seemed to be a great deal of approval for the freelance model among those present. As Helen suggested, freelance, project based work provides the lead to variation, learning, and empowerment for the employee. There are also benefits for the company as talent is targeted to where it is most needed. The massive recruitment of freelancers can be problematic, however, for companies that want to maintain a coherent vision. Many new media companies are based on specific ideas that require a dedicated loyal team of people who are committed to the original concept. A preoccupation of the audience was how to communicate with and co-ordinate a team of ‘e-lancers’ whilst still successfully shaping the direction of the company. As a Director, Helen described her approach as guiding rather than leading her employees, her position being more analogous to a ‘parenting’ role rather than that of a traditional employer. As this was an issue currently facing some of the panellists it was agreed that it would have to be a case of learning by doing.

The new media industry has thrown up a number of issues that question the traditional structures of employment. The entire panel recognised that employers must learn to reorganise and redefine their roles in response to their independent-minded work force. As Victoria stated in her conclusion, the new working environment requires a degree of ‘emotional intelligence’ from employers if they are to retain skilled labour whilst running a successful and competitive company. This was perhaps the most thought–provoking challenge raised by the workshop: the ‘new economy’, as it grows must attempt to reconcile strong leadership and vision with the flexible, meritocratic atmosphere that makes it such an exciting and attractive career prospect for young people today.