Towards total empowerment: The changing role of HR in advertising

In the ever-evolving and high-pressure world of advertising, human resource departments are experiencing a fundamental transformation. Once viewed primarily as administrative support, HR is now at the forefront of reshaping organisational strategies to meet the demands of a rapidly changing workforce.

From just focusing on routines and practices, the HR professionals in advertising are now working towards improving the work environments and ensuring satisfaction of employees. This shift is driven by two key forces—the rising popularity of AI and the entry of Gen Z into the workforce.

Advent of AI

Artificial intelligence (AI), born out of John McCarthy's LISP project in 1955, gained traction in the 1980s through expert systems, laying the foundation for modern machine learning and neural networks. In recent months, AI has gained momentum as businesses increasingly adopt AI-powered tools to streamline workflows and enhance decision-making, marking a new era of AI integration in the workplace.

Although widely used by most individuals and organisations, many still view AI as a disruptive force, and even treat it with suspicion. Sushant Sadamate, COO and co-founder of Buzzlab, a content-led marketing firm, observes, “Agencies are so terrified of AI’s transformative power that they would rather keep their teams in the dark ages. Understanding AI means admitting that their current processes are as outdated as a landline in a smartphone world.”

Sushant Sadamate, Buzzlab >>

However, the digital natives, the Gen Z workforce, knows the truth: AI is not just a skill; it is the entire future of advertising. Agencies that do not subscribe to this fact are writing their own professional obituary, according to Sadamate.

This realisation is why many advertising agencies have started viewing AI as a powerful ally that enhances creativity and efficiency. As the tech reshapes the advertising workplaces, processes, and work habits, the role of HR professionals in advertising agencies too plays a critical role in fostering a culture where employees see technology as a partner, not a threat.

Many HR professionals in the advertising world are now leveraging AI in a human-centric fashion to boost productivity and streamline processes. The first is the increasing integration of AI, which is altering industry expectations, that have shifted towards faster, data-driven decision-making, personalised campaigns, and streamlined workflows. AI is revolutionising the business processes in advertising by automating routine tasks, analysing data to provide actionable insights, and enhancing creativity with innovative tools—all the while, maintaining a human touch in storytelling.

The human resources professionals in the advertising agencies have been also adopting AI tools to improve their own productivity. Some of the popular tools adopted by HR professionals in the advertising firms include Lever TRM (streamlines recruitment), ModernLoop (for interview scheduling), Quinyx (workforce management optimisation) Paycor (payroll management), and BambooHR (for administrative tasks).

The expectations of Gen Z

The second force impacting the HR’s role in advertising is the Gen Z’s participation in the workforce. This is a generation that is unafraid to vocalise its demand for work-life balance, meaningful work, and professional growth. They seek more than a paycheck—they crave purpose, mentorship, and value-aligned environments. This is quite removed from millennials or Generation X, who priortised stability in their careers, often showing an inclination to put family life and personal wellbeing on the back-burner.

According to the ‘Generational dynamics and the experience economy' report by Genesys, Gen Z employees in India exhibit a strong desire for a good work-life balance, with 74% identifying it as a top priority, surpassing the preferences observed in regions such as ANZ, China, Japan, the Philippines and South Korea.

With the changing expectations of GenZ, HR professionals in advertising agencies are also designing holistic career journeys, not just jobs, in a bid to contain attrition. After all, contemporary workers want workplaces that reflect the creativity and emotional depth they invest in campaigns they craft—calling for humane deadlines, wellness initiatives, and meaningful reward structures.

Gen Z in the advertising world wants their workplaces to reflect their own digital-native nature. Advertising firms must adopt advanced automation and digital tools and facilitate a seamlessly connected hybrid work environment.

Besides a promise of rapid career progression, Gen Z also expects advertising firms to provide real-time recognition of their creative contributions. They demand the freedom to work from home and expect their firms to be sensitive to their work-life balance needs. In addition to mental health support and transparency in management systems, Gen Z in the advertising sector also expects agencies to walk the talk on subjects such as gender equality, CSR, and ethics.

Buzzlab's Sadamate quips about the sky-high expectations of the Gen Z. He says that today's HR are required to choreograph the workplace environments "better than a Bollywood dance number", where employees feel like the stars of their own verticals!

However, many believe that Gen Z’s vocal demands are not disruptions but blueprints for progress. By listening and adapting, HR can leverage these insights to build resilient, forward-thinking workplaces.

<< Asmita Padwal, Youngun

Commenting on Gen Z’s demand for flexibility, Asmita Padwal, principal HR consultant at Youngun, a digital advertising and marketing agency, says that advertising firms must adopt it as a crucial element of their HR policies. "Flexibility is key—whether it’s managing schedules or finding time for life outside of work, we want our people to feel in control."

Neha Mishra, chief talent officer at FCB Kinnect and FCB/SIX India, explains that HR teams in creative agencies are proactively addressing Gen Z’s expectations for work-life balance and meaningful growth, even in high-pressure settings.

For instance, under its #GetALife initiative, FCB-Kinnect incentivises employees to focus on their physical fitness and pursue hobbies outside of work, fostering holistic well-being. Moreover, moving away from full-time office norms, it has created space for balance in an otherwise demanding industry.

Focus on learning

Learning fuels loyalty. As per a LinkedIn report, 94% of employees are more likely to stay with organisations that invest in their growth and development. Upasana Raina, HR director, GI Group Holding, a global staffing and HR services firm, says that in today’s rapidly changing environment, HR faces the critical task of ensuring that employees are continuously upskilling and reskilling to stay relevant and competitive.

“Building a culture of continuous learning within the organisation is essential,” she notes, adding that HR and organisations should act as enablers by providing tools, platforms, and opportunities to support this journey. However, while HR must ensure continuous upskilling, the primary responsibility for learning rests with individuals, she adds.

For instance, FCB-Kinnect runs 'Kinnect EDGE' learning programme to help its employees achieve personal and professional growth. The programme's monthly training sessions combine industry insights and AI strategies to foster creativity and shape future leaders. Training involves hands-on workshops, weekly emailers, and interactive sessions.

Neha Mishra, FCB Kinnect >>

Under its #LoveTheWork initiative, Kinnect invests in premium platforms like The Work (Cannes Library) and Contagious, to help employees benchmark their work against global standards.

The traditional ‘one-size-fits-all’ approach to learning is no longer effective in an era of diverse skill requirements and unique career aspirations. Instead, learning opportunities must be tailored to meet the specific needs of individuals, considering their roles, aspirations, and areas for growth.

However, some agencies can be seen as hesitant when it comes to investing in learning and development of their staff. According to Sadamate of Buzzlab, it’s time agencies shed this hesitation. “The lack of focus on learning and development in Indian advertising agencies is akin to professional suicide,” he says.

A progressive outlook

Adapting to the changing trends, the human resources teams in advertising firms are raising the bar for workplace well-being by introducing initiatives such as health bonuses and menstrual leave.

Asmita Padwal of Youngun shares how her agency’s flexible approach has helped it retain nearly 70% of its team members for over two years. “For us, it’s all about keeping it real. We align our business decisions with the well-being of our people because we know happy teams do their best work,” she explains.

As workplace environments evolve, this employee-first mindset by HR in advertising reflects a broader alignment with the future of work, where adaptability, well-being, and innovation converge. By fostering a culture of learning, balance, and inclusivity, HR departments in the advertising world are repositioning the agencies to attract and retain top creative talent—essential for staying relevant in a highly competitive market.