Marketers are operating in tougher conditions than ever before. The COVID-19 pandemic may be over, but a challenging economic climate and the rise of Artificial Intelligence look set to have a profound impact on the sector, changing the ways marketing teams operate.
As economic and geopolitical factors put pressure on marketers to generate a higher return on investment, and as some companies opt to chase volume to offset revenue shortfalls, workloads are growing and the pressure is on for marketers to demonstrate the value of their role.
The Chartered Institute of Marketing’s (CIM) Impact of Marketing Report shows that, encouragingly, 74% of marketers believe their employers now take the mental health of their employees more seriously following the start of the pandemic. 57% in the same study feel their company’s mental health initiatives have had a positive impact on their wellbeing. In a high-pressure sector, this is vital.
However, the rise of AI and heightened boardroom expectations that have come with it may have changed the game. From an HR perspective, this is a critical point where we must transition from reactive mental health support to proactive strategic workplace planning, as we help the C-suite to deliver manageable workloads.
The AI Opportunity: More Than Efficiency
Used ethically and responsibly, AI can be advantageous to organisational performance.
It can streamline daily tasks such as data analysis, campaign reporting and customer segmentation, while providing real-time, actionable insights that can help businesses to reach the right audiences and drive revenue.
Crucially, AI can also play a role in reducing the risk of burnout, particularly among junior marketers who are often tasked with time-intensive work. By automating repetitive or monotonous activities, organisations can ease pressure on apprentices and early-career employees, allowing them to focus on more exciting and creative areas of their role. This builds more engaged and productive teams, aiding retention.
However, the success of a company’s AI adoption is often determined by the C-suite’s understanding of the technology. While AI has its strengths, it’s no substitute for humans, and it should not be used as an excuse to significantly increase a marketer’s workload.
Upskilling As a Tool to Improve Wellbeing
A C-suite executive who understands AI properly will ensure they not only have the correct guardrails in place to maximise the quality of outputs and avoid the risk of breaching regulations, but they will also empower their marketing teams with AI upskilling opportunities.
This isn’t just about putting individual marketers through Generative Engine Optimisation (GEO) or Agentic AI courses, though this may improve their marketers’ wellbeing. It’s also about maximising organisational capability, ensuring marketing teams know how to integrate AI to maximise efficiency, whilst continuing to provide a high level of customer service.
With new research from CIM revealing that 8 in 10 marketing bosses in firms over 50 employees are aiming to capture a return on investment from AI, the focus on upskilling is crucial. HR has a vital role to play with continued professional development key to any successful AI implementation, as new technologies and tools emerge.
HR’s Role As a Areativity Driver
At a time when marketers are under pressure to deliver results, they must be allowed to ensure time saved from responsible AI use is reinvested thoughtfully. Rather than simply increasing output, this reclaimed time should enable marketers to step back, reconnect with creativity and participate in innovation-focused conversations.
Heavy workloads contribute to stress and burnout, leaving little space for creative thinking and often preventing marketing leaders from developing longer-term strategies. HR teams can play a critical role here by formalising protected ‘thinking time’ or ‘innovation blocks’ within organisational policy. By recognising collaborative thinking and creative reflection as essential business activities – not optional extras – organisations can support both wellbeing and performance.
This time for creative exploration is especially important as AI-generated content becomes a central part of the marketing function. Without intentional innovation and differentiation, marketing outputs risk becoming bland and generic, eroding a team’s competitive edge.
Upskilling As a Wellbeing Strategy
Wellbeing and performance are closely linked – organisations that recognise this will be best placed to thrive in a fast-changing marketing landscape. AI may offer clear opportunities to improve efficiency and volume of output, but its true value lies in how it is used to support marketing teams.
By prioritising a balance between workload and creativity, HR and leadership will build more successful teams.
Organisations that work hand in hand with HR to invest in wellbeing and professional development are better positioned to drive sustainable performance and innovation, while building marketing teams that deliver real impact. However, boosting morale requires more than upskilling and creative workshops alone.
- Regular, meaningful check-ins, focused on workload and wellbeing, can help to identify pressure points early on and prevent burnout. More work doesn’t always lead to better results.
- A strong organisational culture is equally important – one that encourages openness, creativity and places an emphasis on people before profit, especially as tough economic conditions mean the focus on the bottom line is sharper than ever.
- Alongside this, employer-led wellbeing initiatives, such as access to mental health support and flexible working hours, play a crucial role in sustaining morale and retaining talent. HR teams are well placed to lead this effort, ensuring the right resources are consistently available across the organisation, including for marketing teams operating under sustained pressure.
Ultimately, building high-performing marketing teams is not about extracting even greater levels of productivity, but about creating environments in which people can thrive. By prioritising meaningful wellbeing support and maintaining manageable workloads, HR leaders can help future-proof their organisations while developing marketers who are motivated, resilient and equipped to lead through change.
Sarah Lee-Boone is is an inspiring, FCPID-accredited HR director with extensive experience in business transformation and change. At CIM, Sarah leads the development of the organisation's employee experience, workplace, and organisational design strategy, driving positive change throughout the business. She is passionate about challenging perceptions and positioning HR as a catalyst for growth.