In our experience, we know that publishing professionals are rarely motivated by salary alone. When we ask someone why they’re ready to move on, we'll often hear the same thing: “I can’t see what’s next.” We know the publishers that hold on to their best people are the ones that make “what’s next” visible.
Be honest about the shape of your team
Having over 30 years experience, we have seen over the years that many publishers, especially smaller ones, have flat structures. That means there may not be a senior role to step into in the short term, which is fine. What matters is that a manager is honest about it, and shows what progression can look like in your business.
Make the path visible
Can an editorial assistant see how they’d become an assistant editor, then an editor? Does a production controller know what a senior role requires? By having clear levels, with a plain-English description of what “good” looks like at each one, takes the guesswork out of progression and gives people something to work towards.
Remember that titles and scope matter
Sometimes the thing that keeps someone isn’t a pay rise, but a change in title or a bigger remit. For instance. leading a list, owning a workflow or mentoring a junior colleague can all signal growth, and they cost far less than replacing a good employee.
Count lateral moves
Progression isn’t only upwards. A move from editorial into digital, from production into project management or from journals into books can broaden skills and reignite enthusiasm. Publishers that encourage internal moves keep knowledge in the building, and it sends a strong message that development is welcome. The CIPD’s podcast on internal mobility explores what this looks like in practice.
Talk about it regularly
Career conversations shouldn’t be saved for an annual appraisal, or for the moment someone hands in their notice. We's suggest a relaxed chat every few months about interests, goals and frustrations, which lets you spot problems early and shape roles around the people in them.
Invest in learning
Training courses, industry events, shadowing and mentoring all show you’re invested in someone’s future. They don’t need a huge budget, but they do need to be offered consistently.
The takeaway
People stay where they can grow. You may not be able to promise a promotion, but you can promise a conversation, a path and a genuine interest in where someone is heading.
If you’re looking to build a stronger publishing team, or you’re ready for your next step, get in touch with us at Redwood Publishing Recruitment.