According to Credos’ 2024 Trust Tracker, trust in advertising amongst the UK public is up (to 39% from 30% in 2022). But, whilst the general public might be increasingly trusting of the industry, only a minority (40%) of respondents to the All in Census 2025 reported that they think it is a trustworthy industry to work in.
This begs the question: if people working in the industry don’t trust advertising, how on earth can we expect anyone else to?
For employees to have trust in the businesses and thus the industry they work in, they need to have trust that their employers have their best interests at heart. The last five years have been turbulent, with so much change and disruption via COVID, consolidation, mergers, and acquisitions. Leaders can’t always prevent this disruption, but they can reduce its impact through honest, thoughtful communication. We know with certainty that authenticity, candour, and empathy in leadership make a real difference. People want to know where they stand, whether the news is good or bad.
With the change reshaping the industry not abating anytime soon, it’s more important than ever for leaders to communicate effectively with their teams. Leaders should set clear expectations around potential outcomes, openly address both challenges and strengths, and guide people through the journey ahead with transparency and purpose.
Trust, however, doesn’t live in communication alone. It must be matched by action, particularly in how we treat and retain our people. The All In Census 2025 also revealed that a significant portion of advertising professionals (26%) are still considering leaving their jobs. For agency leaders this should be a wake-up call. When your people are your product, retention is a strategic imperative.
So, what should agency leaders do to keep hold of their best talent, especially in an industry that moves fast and demands a lot? The answer lies in understanding and acting on what truly motivates people, both the intrinsic (purpose, growth, belonging) and the extrinsic (pay, flexibility, recognition).
This isn’t about gimmicks or quick wins or values painted on the walls, it’s about creating the kind of environment where talented people can do their best work, feel valued, and want to stay. And this is where employer brand becomes critical – not just as a recruitment tool, but as a retention strategy. A strong employer brand builds trust internally and credibility externally and it gives current employees a reason to stay and future talent a reason to join. For an industry built on building brands, this really shouldn’t be difficult, but leaders need to make it a priority.
As Executive Search consultants, we know very well the difference a strong employer brand makes when hiring senior talent. Ultimately, talent at all levels is looking for a company that they know will invest in their growth, treat them well, and align with their personal values – and they will come to any conversation about a role with preconceptions about a business’s ability to deliver on this for them. The right employer brand helps us considerably in building the advocacy around a role and will often encourage candidates to the table who otherwise would be sceptical about making a move.
The All In Census also found that only 44% of people working in advertising believe the industry has a positive impact on society. If the people inside the industry don’t see the value of the work we do, how can we expect the outside world to? The perception of the industry – from the inside and out – plays a huge role in recruitment, retention, and overall morale. At a time when younger talent is increasingly values-driven, how we show up as an industry matters more than ever. The AA and IPA have made great strides in this area, but individual agencies also have a responsibility to highlight the broader value they (and in turn the industry) offer.
Employer brand is so important here too. It’s what you tell current and future employees about who you are, what you stand for, and the impact you create. A strong employer brand helps communicate the wider value of the industry’s work, not just in terms of contribution to the UK economy, but in how we shape culture, lead change, and deliver creative work with real social relevance.
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You can access the 2025 All In Census results here.