2014
F ive years ago, Arnaud Van de Voorde was a typical digital superstar in an environment where the focus was strictly on building brand experiences and content that lived online. Today, as a vice-president at Toronto-based Jackman Reinvents, Van de Voorde is hiring the next generation of superstars whose
"digital" skills are completely different. Back then nobody was talking about Big Data and predictive analytics. In just five years, digital has completely broken out of its niche and lives across all brand experiences.
“It’s changed tremendously and it continues to evolve and accelerate because digital is so pervasive in our lives today,” says Van de Voorde.
Aside from the fascination with the potential of data and analytics, the entire business world is more concerned about digital strategy and customer experience.
Van de Voorde has been building a team at Jackman that reads like a top 10 list of today’s hot jobs—digital strategists, user experience experts, hardware experts, designers and analysts.
“It is definitely a jungle out there in terms of trying to get to the talent, because digital is such a powerful force of disruption and transformation,” says Van de Voorde.
“I think a lot of companies are coming to grasp with what digital means to their busines. Everyone is fighting for talent.”
The 2014 Salary Benchmarks report is designed to be a key weapon in that fight, delivering Marketing ’s 15th annual spotlight on who is making what and why. We’ve asked 21 high-profile industry-specific recruitment professional to tap into their first-hand experiences to provide data and salary ranges for 89 key positions, up from 72 last year.
These experts shared the starting and top salaries for most major positions, as well as typical ranges, based on actual hiring data for the last 12 months (salaries of specific individuals or companies were not shared). The result is a comprehensive snapshot of the modern marketing job landscape.
That landscape has changed. For instance, the 17 new positions listed reflect an increased demand for this year’s hot candidates: those with analytical, strategic and e-commerce expertise.
“Analytics and data continue to be a strong focus as companies spend on hiring those who can help to mine consumer insights for a competitive edge,” says Bruce Powell of IQ Partners.
The marketer’s chart reflects the biggest evolution, with 11 new positions, among them research and analytics managers.
In addition, it illustrates a growing trend.
“On the client side, we are seeing more and more companies hiring digital specialists in-house,” says Caroline Starecky of
La Tête Chercheuse in Montreal. As a result, agencies and their clients are now competing for the same talent.
Things are happening so quickly on the technology front that some digital jobs are already obsolete, says Powell. “Programmatic digital media management has radically affected the digital media space and jobs within it—and roles and salaries are lesser than they were before.”
34
NOVEMBER/DECEMBER 2014 | MARKE TINGMAG.CA

Our experts agree, however, that while standout talent will always command the big bucks, overall industry remuneration this year is, for the most part, stable with relatively little movement in the starting and top salaries.
Of course there are some exceptions. On the agency side, for instance, salaries in the mid-senior to senior levels are up.
“As many other portions of the agency offering continue to become commoditized, the demand for competitive strategic advantage is increasing,” insists Mark Rouse of IQ Partners.
“Agencies are under pressure to deliver insights, ideas and campaigns that generate measurable improvements in their clients’ business.”
As a result, experts emphasize that smart agencies—digital, traditional and media—are reinventing themselves and willing to reward talent that will give them the competitive edge.
“The talk of the town is ‘integration’ across digital and mass advertising and media touch points, yet very few agencies have figured how to make it work,” says Ari Aronson of Ari Agency.
“Agencies want to show them that they can integrate, yet most mass TV producers and directors have yet to cross the line into the digital world and teams remain divided.
Those who are not embracing digital media as the primary focus on how to connect with the Gen Y consumers will be replaced by those who do,” he warns.
($ IN 000s)
(Revenue over $10 million)
(Revenue $4 to $10 million)
TITLE START TOP START TOP TYPICAL
RANGE
ADDITIONAL
COMP*
200 1,350 350-600 30-100%
120 300 200-275 10-35%
150 600
100 250
TYPICAL
RANGE
ADDITIONAL
COMP*
250-350 20-100%
175-225 10-35%
President/CEO
Director of Client Services/
Managing Director (often
VP level)
Group Account Director
Account Director
Account Supervisor
Account Executive
Account Planner/Strategic
Planner
Executive Creative Director
Creative Director
Associate Creative Director
Copywriter
Junior Copywriter
Art Director
Junior Art Director
Media Director
Account Director - Media
Media Supervisor
Media Planner
Media Buyer
Digital Media Strategist
Digital Media Buyer
Social Media Strategist
Search Marketing Strategist
Web Producer
Director Analytics
PR Director
300
45
60
50
50
55
40
35
55
130
80
125
90
50
35
50
35
90
80
100
70
55
35
60
225 130-175
160 90-125
95
70
65-85
45-60
300 110-160
500 250-400
120
250
140
80
100
120
100
175
100
650 200-350
250 120-175
250
75
80-135
45-60
250
75
80-135
45-60
400 125-180
120 90-110
120 75-100
60-75
40-75
75-110
55-75
75-100
85-100
90-100
90-120
85-95
0-25%
0-25%
0-10%
0-10%
0-15%
10-25%
10-25%
0-25%
0-20%
0-20%
0-20%
0-20%
0-20%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
80 180
65 160
50
35
95
65
40 225
250 400
95 450
80 225
50 200
35 75
50 200
35 75
80 250
75 115
50 90
35 120
35 100
45 170
35 100
60 120
40 150
50 120
120 75
125-150
80-120
60-80
40-55
80-150
200-350
50-70
40-60
50-75
45-65
70-100
75-100
60-100
80-110
175-300
100-150
80-125
40-50
80-100
45-50
120-160
85-110
60-70
0-15%
0-10%
0-10%
0-10%
0-15%
10-25%
10-25%
0-25%
0-20%
0-20%
0-20%
0-20%
0-20%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
225
30
50
35
50
100
45
30
30
35
30
35
30
60
70
75
70
35
75
65
45
35
40
(Revenue under $4 million)
START TOP
120
85
400
220
TYPICAL
RANGE
ADDITIONAL
COMP*
225-275 20-100%
120-175 10-50%
140
125
90
65
180
300
100
135
100
50
120
100
120
100
150
75
250
100
85
300
200
150
75
95-120
75-100
50-70
40-50
80-100
200-250
50-65
40-55
50-75
45-65
70-90
45-80
65-85
60-75
125-200
85-125
50-90
35-50
50-90
35-50
100-150
80-100
55-65
0-15%
0-10%
0-10%
0-10%
10-25%
10-25%
0-25%
0-20%
0-20%
0-20%
0-20%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-5%
0-10%
0-5%
Bonuses and/or Profit Sharing
* At senior levels the value of non-salary compensation can far eclipse base salary. The percentage included with this chart is the value of all elements of additional non-salary compensation and is considered the general minimum level for the position. The specific elements listed are not all inclusive, but are considered the most common for the position.
SOURCE: All figures are estimates compiled by Marketing based on a consensus of ranges from recruitment professionals specializing in the marketing and advertising sectors.
MARKE TINGMAG.CA
| NOVEMBER/DECEMBER 2014
35

BY BRUCE POWELL , MANAGING
PARTNER AT IQ PARTNERS
QUESTIONS ABOUT THE CURRENT JOB MARKET?
SALARY SHIFTS? EMPLOYEE EXPECTATIONS?
OUR 21 RECRUITMENT EXPERTS WEIGH IN
JOANNE ACRI
EXECUTIVE RECRUITER, ARI
AGENCY, TORONTO
“Traditional media is no longer traditional. Media agencies and publishers are trying to keep up by offering everything from realtime bidding to staffing digital marketing, social media and analytics departments. Media is definitely driving the future of digital.” insights is ever more apparent throughout CPG. Experience and knowledge of digital is a must for all brand-marketing roles, as manufacturers rely on data to support strategic marketing decisions. There has been a slight increase in headcount across the CPG marketplace, but for the most part headcount has held firm, which is a positive compared to previous years.
Work-life balances and lack of opportunity to progress continue to be the main reasons for employee departures.
FOR ALMOST TWO DECADES, digital has driven job growth and rampant salary advancement in the marketing sector.
Demand for talent with digital experience regularly exceeded supply, and people with digital experience were repeatedly paid a premium over the rest of the marketplace. This was particularly evident in digital media where—whether you were developing content, managing the deal flow or selling the ads—you regularly made more on the digital side of the fence than your traditional peers.
That changed this year.
Programmatic ad buying redefined the digital media market and margins have consolidated dramatically. Now both the roles and premium salaries that were supported by those margins are rarer than they were before. The industry isn’t going away, but it is evolving rapidly; the demand for talent and premium salaries have come back down to earth.
On the flip side, Canada has finally caught the e-commerce bug. For those of us who were around in the early days of the internet, e-commerce is the digital nirvana we always envisioned—but for some reason Canada lagged horribly in this area.
We were quick to embrace online banking and many of us were regularly buying from U.S. sites, but our e-commerce activity lagged our U.S. cousins by almost 50%.
Perhaps it was our risk-averse Canadian nature, our logistical issues or lack of national scale, but Canadian retailers weren’t giving us much to be excited about. Now they’re finally catching up. In fact, more organizations have built or grown e-commerce teams in Canada this past year than in the previous five years before. Of course that’s creating a new talent/demand equation. And the evolving integrated content/commerce models are accelerating this growth even more.
Mobile development continues to be a focus, but it hasn’t grown so rapidly that talent demand exceeds supply. On the other hand, the pursuit of experienced e-commerce specialists is now starting a new round of musical chairs and the salaries and incentives necessary to attract and retain top talent are beginning to rise.
Digital experience in itself is no longer unique, it’s a baked-in expectation of every 21st-century employee.
ARI ARONSON
FOUNDER & EXECUTIVE
RECRUITER, ARI AGENCY,
TORONTO
“Digital salaries continue to climb as specialized, niche digital marketing, strategy and design hires push up the demand and competition for talent. The next generation of digital marketers comes armed with incredible exposure to social communities, technology, user experience and design thinking.”
RICK CHAD
PRESIDENT, CHAD
MANAGEMENT GROUP,
TORONTO
“2014 has proven to be a challenging year. In the digital/ social/interactive areas there has been continued growth with upward pressure on salaries for those with skills in demand.
Digital strategists, digital buyers and senior project directors
(particularly with backend capabilities) continue to be in demand. Agencies that are not
“naturally” integrated are having their challenges. Those that are integrated are doing well. Big data, analytics, CRM, SEO and social media continue to be growing areas.”
MAURIZIO CALCONI
PARTNER, IQ PARTNERS INC.,
TORONTO
“Many of our clients are seeking marketers/brand managers who are digitally savvy… If you want to be top of your game, become a digital SME. Take risks, be a disruptive marketer.
If you believe in your product, if you are passionate about your accomplishments, then be bold. Four years ago, people scoffed at Steve Jobs when he introduced the iPad. 'We have laptops and desktops. Who will want a monitor without a keyboard?' He was fearless.”
STUART CALVERT
PRESIDENT, OASIS SEARCH
GROUP, TORONTO
“The market continues to be driven by data and analytics, and the use of consumer
MICHAEL GATES
MANDRAKE, TORONTO
“We have seen a lot of interesting hires in the media agency business over the last 24 months. They have been hiring from creative and digital agencies as well as client side as they look outside of their immediate competitors for talent.
Analytics and data is an area of growth in terms of investment by marketers and their agencies.
Big data is an overused term, but there are more opportunities than ever to better understand your customer. Telecom has slowed as an area of hiring growth with the new wireless entrants all struggling and
Rogers undergoing significant change with a new CEO.”
36
NOVEMBER/DECEMBER 2014 | MARKE TINGMAG.CA

2014
SALARY
($ IN 000s)
(Revenue over $10 million)
TITLE START TOP TYPICAL
RANGE
ADDITIONAL
COMP*
MANAGEMENT
President/CEO
GM, MD, SVP
300
200
800 300-600 30-100%
400 200-300 0-50%
ACCOUNT MANAGEMENT
Director of Client Services,
(Often VP level)
Group Account Director
Account Director
Account Supervisor
Account Executive
Account Coordinator
150
100
80
60
35
30
300 175-275
185 130-150
145 90-125
100
65
50
70-80
50-60
35-45
PROJECT MANAGEMENT
Director/VP Production
Senior Digital Project
Manager/Producer
Intermediate Digital Project
Manager/Producer
CREATIVE
Executive Creative Director
Creative Director
Associate Creative Director
Art Director
Designer (Jr-Sr)
Copywriter (Jr-Sr)
STRATEGY/PLANNING
110
80
60
175
150
100
55
35
35
200
175
80
300
130
125-175
90-110
70-80
230-250
225 150-175
140 120-130
125 100-110
90 50-75
60-90
Executive Director/VP Strategy
Senior Strategist/Planner
Web Strategist
Account Planner/Strategic
Planner
150
110
70
75
300 150-225
190 120-150
100
110 75-85
SOCIAL MEDIA
VP/Director Social Media
Community Manager
Content Strategist
80
45
40
175 100-150
100
100
60-80
70-90
MEASUREMENT/ANALYTICS
Director/VP
Analyst
SEO Manager
TECHNOLOGY
Director/VP Technology
100
55
70
INFORMATION ARCHITECH/USER EXPERIENCE DESIGN
Director/VP User Experience 90 175 130-150
Information Designer
Information Architect
User Experience Specialist/
Architect
User Experience Designer
60
60
60
60
130
140
140
130
90-110
90-110
90-110
90-110
100
200 120-150
120 70-100
135 100-115
Creative Technologist
Senior Developer
Developer
Senior Front End Developer
Front End Developer
Senior Back End Developer
Back End Developer
85
80
45
75
45
80
45
300 140-180
150 120-130
150 90-100
90
100
75
120
80
65-80
80 - 90
50 - 70
75 - 95
65 - 80
10-25%
0-20%
0-20%
0-20%
0-20%
0-20%
0-15%
0-20%
0-20%
0-10%
0-20%
(Revenue $4 to $10 million)
START TOP TYPICAL
RANGE
ADDITIONAL
COMP*
250 450
175 250
140 250
100 180
80 140
65
35
30
85
60
45
100 155
80 130
55 80
175 300
125 200
100 125
45 100
35 75
35 95
120 225
90 150
70 100
70 100
80 140
45 80
40 100
90 150
55 110
70 135
80 150
60 120
60 120
60 120
60 120
100 175
85 130
75 120
50 85
75 100
45 70
80 110
45 80
250-300
200-225
150-180
120-140
90-115
70-80
45-55
30-45
100-130
90-110
60-70
200-225
125-150
100-115
85-95
50-65
50-85
140-175
100-125
70-80
90-130
55-70
70-80
110-125
65-85
80-90
120-130
90-110
90-110
90-110
90-110
120-150
110-120
80-100
65-70
80 - 90
50 - 70
80 - 90
65 - 75
20-50%
0-30%
10-25%
0-20%
0-15%
0-20%
0-20%
0-20%
0-20%
0-20%
0-20%
0-15%
(Revenue under $4 million)
START TOP TYPICAL
RANGE
ADDITIONAL
COMP*
120
120
110
100
80
55
35
30
90
75
50
175
100
90
35
35
35
90
80
65
80
55
60
60
100
75
70
45
75
45
75
45
90
50
60
75
45
40
60
300
200
180
125
100
70
175
120
90
125
85
100
140
120
120
120
120
150
150
75
50
40
230
180
120
90
70
85
150
110
90
80
90
70
110
80
90
75
80
180-250 20-100%
150-175 20-100%
130-150
120-130
80-100
60-70
40-45
30-40
90-110
80-90
55-65
185-210
110-125
90-115
75-85
50-65
55-80
125-150
90-105
65-75
75-85
55-60
65-75
90-110
60-75
65-75
85-130
80-100
80-100
80-100
80-100
115-125
100K
70-85
60-70
75 - 85
50 - 70
80 - 90
65 - 75
GET WHAT YOU
DESERVE
0-50%
0-50%
0-40%
0-40%
0-50%
0-50%
0-20%
0-50%
0-20%
0-20%
0-20%
0-20%
0-50%
0-10%
MARKE TINGMAG.CA
| NOVEMBER/DECEMBER 2014
37

MANDY GILBERT
FOUNDER & CEO, CREATIVE
NICHE, TORONTO
“Agencies are facing an identity crisis as their clients increasingly build internal teams. The war for talent has intensified. The winners will be those organizations with great leaders and interesting business models, as well as flexible cultures that focus on getting out of the commodity game and communicating an incredibly clear vision for success in their market niche.
The ones that will lose are the agencies that take a dictatorial approach to leadership. Those cultures are generally unbalanced in terms of work-life balance expectations, and will continue doing business in the same antiquated ways. Many think that a beer fridge and one or two cool accounts are all they need to retain talent.
They’re wrong.”
MARTIN KINGSTON
PRESIDENT, MARTIN KINGSTON
AND ASSOCIATES, AND
MANAGING PARTNER, NEXT
STEPS CANADA, TORONTO
“Following another year of relatively lacklustre hiring and slow growth, I’m predicting average base salary increases across the country to be in the 2.5-
3% range in 2015. In general, companies will be feeling more stable and more confident about their outlooks. The overlapping of technology and marketing will be a fertile environment for jobs in the marketing field.
Professionals in either camp who haven’t plunged into the new media of marketing will likely feel less in demand going forward. People with multimedia user experience will be in the highest demand.”
NORMAND LEBEAU
PRÉSIDENT & GARDIEN EN
CHEF DE L’EXPÉRIENCE
MANDRAKE, MONTREAL
“From a Quebec perspective, the advertising/communication industry continues to evolve on many fronts. Industry consolidation has meant the global groups (Japanese, American or French) bring a corporate approach to compensation discussions, and everything becomes a 'war of ratios' where hiring policies are dictated by ratios put in place by CFOs from half way around the world who, most of the time, are disconnected from reality.”
JOBS
BY MANDY GILBERT, CEO
AT CREATIVE NICHE
CRAIG LUND
PRESIDENT, MARKETING
TALENT, TORONTO
“2014 has proven to be a humble year as far as hiring goes. The mid-level seemed to see the most traction. Most client-side marketing roles tended to be more technical and tactical in nature, which is a trend that has continued for the past few years—the difference being these roles are becoming more senior. Unfortunately we are still not productive enough as an economy to see salaries move, the exception being those newer technical roles that are being elevated internally.”
DEANNA MACDOUGAL
PRESIDENT, MERLIN GROUP
INC., TORONTO
“The trend toward 'people without jobs, jobs without people' poses the single biggest long-term threat to Canadian economic growth, according to recent reports. It exacerbates
Canada’s already lagging productivity and innovations. But attempts to head off calamity are so far being met with the usual obstacles.”
SALARIES TYPICALLY CORRELATE directly with growth cycles and market trends, so analyzing the rise and fall in the value of creative professionals pay packets can provide invaluable insights into where we are—and where we’re heading— as an industry. With that in mind, the big question is which marketing and communications professionals will be in high demand over the next decade. Here are my four picks for the top up-and-coming positions, as well as the approximate salary expectations for each.
If analyst predictions are to be believed, there will be a time in the not-so-distant future when every computing or communications device will be mobile. That means a lot of advertising-friendly real estate to monetize on everything from smartphones to tablets. Expect to see an even greater explosion in demand for positions ranging from mobile developers to mobile strategists.
WHAT YOU SHOULD EXPECT TO PAY: Anywhere from $80,000 to $100,000 for a mobile developer, or $60,000 to $90,000 for a mobile strategist.
SYLVIA MCARTHUR
PRESIDENT, MADISON
MCARTHUR, TORONTO
“On the client side of the business, we have seen continued contraction in the consumer goods industry with acquisitions and companies continuing to move onto a North American platform. While that has not particularly impacted on salaries or the number of mid-management roles, it has affected the number of senior management roles in
Canada. On the agency side of the business, digital, public relations and all areas of B2B marketing have seen the best growth. Essentially, anything that is
All of those cutting-edge digital initiatives your organization is about to start will need a skilled hand to ensure they get produced and deployed properly. Enter project managers, who are responsible not only for quarterbacking efforts such as these, but taking a big-picture view to make efficient use of talent and financial resources. Project managers with a combination of design, development and digital skills will be in high demand.
WHAT YOU SHOULD EXPECT TO PAY: Salaries for a senior digital project manager will range from about
$70,000 to $90,000, depending on their seniority and level of expertise.
38
NOVEMBER/DECEMBER 2014 | MARKE TINGMAG.CA

2014
SALARY
Big data is quickly turning into a big business, and the demand for analysts is already beginning to spike. Expect the trend to gain momentum as organizations slowly determine what big data means to them, and how it can drive their success. To do that, they’ll need analysts, as well as visualization specialists and even media analysts to help sift through reams of data and pluck out the key nuggets that can offer organization-wide value.
GET WHAT YOU
DESERVE
We’ve all heard the “content is king” cliché spouted hundreds of times over the years.
But organizations will need to focus on developing engaging content to attract key target audience members/customers in a digital world. Everyone from copywriters to SEO specialists and content strategists will be in high demand as first-rate content becomes one of the major defining factors driving an organization’s online success.
WHAT YOU SHOULD EXPECT TO PAY: A junior- to intermediate-level analyst will earn $60,000 to $80,000, while a senior analyst will command a salary of anywhere from $80,000 to $120,000.
WHAT YOU SHOULD EXPECT TO PAY: $60,000 for an intermediate content strategist or producer, up to about
$90,000 for a senior-level professional.
($ IN 000s)
(Revenue over $10 million)
(Revenue $4 to $10 million)
TITLE START TOP START TOP TYPICAL
RANGE
250 1,600 300-500
130 600 200-335
ADDITIONAL
COMP*
30-60%
20-50%
180 850
100 300
TYPICAL
RANGE
200-375
180-220
ADDITIONAL
COMP*
20-50%
15-40%
President/CEO
Chief Marketing Officer/
Senior VP Marketing
VP Marketing
Director of Marketing/
Category Manager/ Group
Product Mgr
Senior Brand Manager
Brand Manager/ Product
Manager
Assistant Brand Manager/
Assistant Product Manager
Consumer Insight Manager/
Research Manager
Analytics Manager
Shopper Marketing Manager
Social Media Manager
Social Media Strategist
Search Marketing Strategist
Community Manager
Community Moderator
Digital Marketing Director
Digital Marketing Manager
Digital Product Director
Mobile Director
Content/Editorial Director
Content Manager
Marketing Automation
Manager
E-commerce Manager
110
100
95
70
50
70
100
70
100
100
100
60
50
50
65
60
40
70
70
70
80
300 180-225
225 120-170
140 100-125
135 85-100
85
150
60-80
90-110
140
135
140
150
150
140
120
225 120-160
100
225 120-160
225 120-160
225 120-160
85
100 55-90
80-110
80-110
80-110
70-110
75-90
70-120
55-90
120 80-120
20-40%
15-30%
10-25%
10-25%
0-10%
10-20%
10-20%
10-20%
10-20%
0-10%
0-15%
0-10%
0-10%
15-30%
15-30%
15-30%
15-30%
5-10%
90 225
70 175
95 140
55 110
50 75
65 140
65 140
65 130
65 140
40 150
60 150
50 120
30 100
70 200
70 200
70 200
70 200
50 100
165-190
100-140
100-120
70-85
60-70
75-110
75-110
80-100
75-110
55-90
70-90
60-110
55-80
100-120
100-120
100-120
100-120
55-85
15-30%
15-30%
10-25%
8-15%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
0-10%
15-30%
15-30%
15-30%
15-30%
5-10%
START TOP
120
100
90
60
85
50
40
60
40
60
50
30
60
60
60
60
60
60
60
(Revenue under $4 million)
50
750
225
200
200
105
110
65
100
100
100
100
150
150
110
100
175
175
175
175
100
TYPICAL
RANGE
ADDITIONAL
COMP*
150-300 20-100%
135-180 15-40%
110-150
90-120
85-110
60-75
40-60
65-95
65-95
70-95
65-95
55-80
70-90
50-80
45-75
85-110
85-110
85-110
85-110
50-85
15-30%
15-30%
7-15%
8-15%
0-10
0-10
15-30%
15-30%
15-30%
5-10%
0-10
0-10
0-10
0-10
0-10
0-10
0-10
15-30%
MARKE TINGMAG.CA
| NOVEMBER/DECEMBER 2014
39

THE
T he Salary Benchmarks report has, historically, looked at creative and media agencies, digital shops and marketers. To broaden the reach of this discussion to include PR and media companies, Marketing partnered with executive search firm Derhak Ireland &
Partners on its annual salary survey. Conducted by Georgian
College’s Research Analyst students, its 2014 National Salary Survey Report uses a different methodology than the rest of Salary Benchmarks: where Marketing polls recruitment professionals, Derhak Ireland’s responses are solicited from companies’ senior executives and completed by agency staff.
This year’s survey garnered 55 complete responses - a small sample size, but because we'd like to see this research grow, we've included it in our Salary Benchmarks package.
TITLE
CORPORATE MANAGEMENT
CFO
President/CEO
CORPORATE FUNCTIONS
Accounts Payable/Receivable
Coordinator
Marketing Communications
Manager
Receptionist/Office Manager
Executive Assistant/
Administrative Assistant
Marketing Coordinator
IT/Technical Support
Specialist
Financial Office Manager
ACCOUNT MANAGEMENT
Account Coordinator
Associate Consultant
Public Affairs/
Communications Director
Account Director
Vice-President
MINIMUM
$107,000
$160,000
$35,000
$40,000
$35,000
$35,000
$50,000
$72,000
$37,000
$45,000
$90,000
$78,000
$127,000
MAXIMUM
$107,000
$228,000
$45,000
$45,000
$51,000
$60,000
$60,000
$90,000
$40,000
$50,000
$110,000
$125,000
$177,000
MEDIAN
$107,000
$194,000
$40,000
$42,500
$45,500
$47,500
$55,000
$81,000
$38,500
$47,500
$100,000
$101,500
$152,000
Salary tables are organized by the six identified sectors. For each table, the minimum, maximum and median salary information is displayed in columns and positions are displayed in rows. Positions are arranged by function and sub-functions, and sorted in ascending order by median salary.
THERE'S MORE ONLINE!
VISIT MARKETINGMAG.CA
FOR EVEN MORE JOB MARKET
COMMENTARY FROM OUR RECRUITMENT EXPERTS.
TITLE
CORPORATE MANAGEMENT
MINIMUM MAXIMUM MEDIAN
President/Owner/CEO
Partner/Managing Partner
CFO/VP Finance
$48,000
$45,000
$60,000
$375,000 $59,400
$185,000 $100,000
$252,000 $218,000
$585,000 $232,500 Vice-President/Senior/VP $117,000
CORPORATE FUNCTIONS
Receptionist/Administrative
Assistant
Marketing/Product Coordinator
Accounts Payable/Receivable
Coordinator
Marketing/Product Manager
Accountant
PR/Communications Consultant/
Supervisor/Manager
Director Public Relations/
Commnications
Office Manager
$26,800
$35,000
$30,000
$28,467
$20,338
$36,000
$20,338
$66,000
$58,500
$58,000
$159,824
$86,000
$60,020
$80,000
$31,500
$38,705
$41,000
$42,723
$44,000
$47,445
$50,169
$33,960 $68,500 $51,230
Executive Assistant/
Administrator
Systems Administrator
Financial Manager/Officer
Controller
Marketing/Product Director
HUMAN RESOURCES
Human Resources Director
Benefits/HR Manger
Vice-President of Human
Resources
CREATIVE EDITORIAL & CONTENT
Graphics Designer
Copywriter
Editor-in-Chief
Art Director
Web Producer
Online Editor
Online Reporter/Writer
$52,520
$64,235
$30,000
$78,000
$147,864
$67,500
$95,200
$185,000
$35,400
$40,000
$33,212
$33,212
$38,720
$47,000
$66,880
$106,400
$86,000
$151,200
$78,000
$251,320
$231,800 $121,000
$162,400 $128,800
$185,000 $185,000
$71,393
$40,000
$57,500
$89,502
$65,457
$93,026
$74,392
$68,100
$70,486
$72,443
$78,000
$199,592
$37,232
$40,000
$46,000
$50,723
$52,089
$70,013
$70,636
SALES
Customer Service Rep
Account Manger/Sales
Executive
Senior Account Manager
Director, Client Services
MARKETING
Vice-President of Marketing
Product/Marketing/Brand
Manager
Marketing/Brand Director
DEVELOPMENT & TECHNOLOGY
$26,977
$34,000
$45,000
$145,000
$43,000
$83,104
$147,864
$61,900
$195,966
$201,401
$258,640
$52,800
$138,432
$232,532
$31,750
$44,624
$55,000
$161,255
$47,900
$110,768
$190,198
Database Manager
Web Designer
Product Manager
Application Developer
$32,000
$62,170
$50,000
$52,500
$33,000
$69,000
$87,000
$84,000
$32,500
$65,585
$65,920
$68,250
Web Developer
Interface Developer
$45,000
$68,000
$79,000
$100,000
$72,725
$84,000
Director, Technology $150,000 $213,622 $167,537
PAID SEARCH MARKETING & SEARCH ENGINE OPTIMIZATION
SEO/SEM Strategist $51,000 $85,000 $68,000
40
NOVEMBER/DECEMBER 2014 | MARKE TINGMAG.CA

measurable in one form or another is realizing the healthiest spend.”
GREG MCKINNON
PRESIDENT, MCKINNON
TARGETED RECRUITERS,
TORONTO
“Businesses are beginning to harvest big data. This enables companies to further analyze the behaviour of the marketplace and to, in turn, predict the behaviour of their customers and prospects through regression modeling. I continue to urge marketers to develop their knowledge of analytics as demand for talent continues to grow in this area.”
HARRY MANSON
CEO, 3 DEGREES CREATIVE
RESOURCING, TORONTO
“Digital has matured as a discipline to the point where it is less relevant to be a specialist and more compelling to have mass experience than in previous years.”
LISA PEIRSON
PARTNER, SEQUOIA GROUP,
TORONTO
“You may be a very competent marketer; you may even be great, but if you are not actively developing your network, you are not maximizing your value and you are likely missing out on great career opportunities.
Knowing your business is 50% of the equation. The value of your network is the other 50%.”
BRUCE POWELL
MANAGING PARTNER, IQ
PARTNERS INC. TORONTO
“For almost two decades, the
‘digital’ trend has driven job growth. And people with digital media experience have been able to demand compensation premiums. This year that changed. Programmatic digital media management has radically affected the digital media space and jobs within it—and roles and salaries are less than they were before.”
2014
SALARY
GET WHAT YOU
DESERVE
RANDY QUARIN
SENIOR PARTNER, IQ
PARTNERS INC., TORONTO
“Monetization, data analysis and 'e-commerce all-in-one' is what is trending hot right now. Marketing/sales candidates in high demand are those that have strong analytical skills and know how to convert visitors to buyers.”
MARK ROUSE
PARTNER, IQ PARTNERS INC.,
TORONTO
“In the agency world, very few offers going out below the VP level include bonus potential; those that do have reduced bonus potential from previous years. The majority of those with bonuses in their current package are not realizing any bonus; some are realizing bonus near the bottom of their range. Speculative causes are shifting client budgets, movement of accounts due to consolidation or mergers, and continuing economic volatility, which is making it difficult to forecast let alone attain profit margins.”
CAROLINE STARECKY
VICE-PRÉSIDENTE, STRATÉGIE
HUMAINE, LA TÊTE
CHERCHEUSE, MONTREAL
"In Montreal, we are seeing a lot of movement on all roles that pertain to digital on the agency and client side, with some of these roles shifting from agencies to clients. Indeed, on the client side, more and more companies are hiring digital specialists in-house, and the titles and roles vary enormously from one company to the next.
Also, there is a lot of competition for good digital talent, so salaries are also rising."
HARRY TEITELBAUM
PRESIDENT, INTERCOM
SEARCH INC., TORONTO
“Always keep your resumés updated, you never know when the best opportunity arrives.”
BY HARRY MANSON, CEO AT
3 DEGREES CREATIVE RESOURCING
IN MOST CASES, we’re losing Gen Y as quickly as we can hire them. Despite discussions of economic slowdown, we haven’t seen such a candidate-driven industry in years, and the millennial generation was born ready to exploit this.
We don’t want to admit that we need Gen Y. But we need their energy, their innovation . We need a succession plan that keeps new blood in their seats for more than eight months.
In Marilyn Pincus’s Managing Difficult People: A Survival
Guide for Handling Any Employee , the author discusses two employee types that best summarize the challenges today’s young protégé’s present: know-it-alls who really are wise beyond their years and know-it-alls who just think they are.
Telling the difference is the tricky part with Gen Y. On one hand we’ve all had to deal with the individual who truly is convinced their “my way or the highway” approach will revolutionize the industry. These individuals, if left unharnessed, often fall into patterns of overselling that can become disruptive.
However, we’ve also known truly exceptional individuals we’d be devastated to lose to the competition. Once you’ve decided which know-it-all your Gen Y embodies, you’ll need a strategy for making them effective.
In the latter case—the ones who know your business better than you do—it’s vital to understand that they crave information. While most managers leak high-level info on a need-to-know basis, this is the wrong strategy for retaining uber-sharp Gen Y. Transparency makes this type feel trusted, which leads to loyalty. Once they’re given insight into the company’s day-to-day operations, they’ll want to get more involved. This may mean awarding an accelerated title conveying a deeper sense of importance. Titles are free and letting mid-management in on your plan will usually calm protest if properly communicated.
For the second kind of know-it-all, management may initially require a strategy of containment. While this type of employee has a zeal for instant problem resolution, this behavioural trend can often have disastrous consequences if not filtered by the more experienced. The solution? Put a structured mentorship program in place that reinforces daily accountability. You may also want to limit client or customer interaction in the short term until a risk management approach brings a reality check. The benefit? An ability to foster their knowledge under guidance while not compromising eagerness. The costs? The time investment required of mentors.
Let’s not forget that, despite how they present themselves, most Gen Ys are new to their careers and, like all rookies, they will make mistakes.
MARKE TINGMAG.CA
| NOVEMBER/DECEMBER 2014
41