According to our 2025/26 Marketing Salary & Industry Trends Report, only 14% of marketers we surveyed feel secure and content in their current role. That’s a striking figure, and one that points to a wider issue: many professionals within the industry are lacking the confidence and stability they need to thrive.
This low level of job security is more than a statistic. It’s a clear signal to employers that something isn’t working, and an opportunity to take meaningful action.
Why Confidence is Low in Marketing Role
Economic uncertainty: Shifts in the economy and business priorities have had a direct impact on marketing teams. From budget freezes to restructuring, many marketers have experienced instability first-hand, leading to uncertainty about their future.
Communication gaps: One of the most common themes we hear from candidates is the lack of transparency within their organisations. Without clear communication about strategy, company performance, or career progression, employees are left to fill in the blanks, which can quickly undermine confidence.
Limited development opportunities: Career growth is a core driver of engagement. When progression frameworks are unclear, training budgets are restricted, or opportunities to step up are limited, marketers begin to question their long-term prospects within a business.
Feeling undervalued: Marketing is often seen as a cost centre rather than a growth driver. When contributions aren’t recognised or understood, professionals can feel overlooked, which inevitably impacts morale and confidence.
The Impact on Retention: Low confidence doesn’t just affect how marketers feel, it directly influences retention. Employees who feel insecure are more likely to explore external opportunities, leading to higher turnover, rising recruitment costs, and a loss of momentum across teams.
For employers, this also brings reputational risk. In a competitive market, businesses known for instability or poor communication struggle to attract top talent.
How Employers Can Close the Retention Gap
Addressing these issues requires deliberate action. Employers who want to retain their best people should focus on:
Transparent communication: Regular updates on company direction, performance, and individual role expectations help build trust.
Investment in development: Offering training budgets, mentoring programmes, and clear progression routes shows employees they have a future with you.
Recognition of contribution: Celebrating both individual and team successes reinforces the value marketing brings to the organisation.
Trust and flexibility: Providing autonomy and modern working practices creates a stronger sense of security.
Strategic recruitment partnerships: Ensuring the right cultural and skills fit at the hiring stage reduces churn and strengthens long-term retention.
Why Fixing This Matters
When employees feel secure, they are more engaged, more productive, and more likely to remain committed to the business. In marketing, where creativity and innovation depend on confidence, building security isn’t just about retention, it’s about enabling people to do their best work and helping businesses achieve sustainable growth.
Final Thoughts
The data highlights a significant gap between how marketers feel in their current roles and the level of security they need to thrive. For employers, this is both a challenge and an opportunity. By addressing the underlying issues, businesses can strengthen retention, boost performance, and build the kind of workplace where people want to stay.
If you’d like to explore more insights from our 2025/26 Marketing Salary & Industry Trends Report, get in touch with us at info@kin-collective.co.uk.
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