Publishing professionals are rarely motivated by salary alone. When we ask someone why they’re ready to move on, they will often respond with: “I can’t see what’s next.” But we also know that 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 recruited in the sector for over 30 years, we’ve seem that many publishers, especially smaller ones, have flat structures. This means there may not be a senior role to step into in the short term, and that’s fine. What matters is being honest about it, and showing what progression can look like in your business.
Make the path visible
We would ask is whether an editorial assistant can see how they’d become an assistant editor, then an editor? Or, does a production controller know what a senior role requires? Clear levels, with a plain-English description of what “good” looks like at each one, take the guesswork out of progression and give 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 even a bigger remit. Leading a list, owning a workflow or mentoring a junior colleague can all show teams there are growth opportunities, something that costs 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 always suggest a regular relaxed chat every few months about interests, goals and frustrations can help managers 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.