The future of media recruitment: Are we hiring for the right skills?
The media industry has always evolved. New platforms emerge, audiences change and technology opens up new ways to create, distribute and consume content. But the pace of change we’re seeing now, particularly with AI, is raising some important questions about the future of talent.
For anyone working in media, the challenge is no longer simply keeping up with change. It’s understanding what that change means for the people, skills and experience the industry will need next.
As a specialist media recruitment leader, this is something I think about a lot.
An industry in transition
The recent news surrounding the Telegraph is a good example of the challenges facing traditional media. On 23 October 2026, its new owner, Axel Springer, announced a restructuring that could affect around 100 jobs, alongside plans to develop a more AI-powered, internationally focused media operation.
It’s a reminder that media organisations are having to rethink how they operate, where they invest and which skills they need.
AI is undoubtedly part of that picture. It can help teams work more efficiently, support content production and analyse audience behaviour. But its impact goes well beyond introducing new tools. It’s changing how roles are structured and what employers expect from the people they hire.
The important question is how we respond to that change without losing sight of the skills that make the media industry distinctive.
The skills that will matter most
Technical ability and confidence using AI will become increasingly important across many media roles. But I don’t believe the future is simply about hiring people with the strongest technical skills.
Creativity, storytelling, editorial judgement, commercial awareness and an understanding of audiences remain fundamental. In many roles, the real value will come from combining these qualities with new technology.
That presents a challenge for recruitment.
Are employers updating their job descriptions to reflect how roles are changing? Are they clear about which skills are essential from day one and which can be developed? And are they looking beyond traditional career paths to find people who can bring a different perspective?
The strongest candidates may not always have the most obvious CV. Someone with experience in one part of the media industry could bring highly transferable skills to another, particularly as the boundaries between content, marketing, technology and audience engagement continue to blur.
Recruiting well means understanding that potential, rather than simply matching a list of requirements.
Don’t overlook the next generation
There’s another issue worth considering: what happens to entry-level opportunities as technology changes the way teams work?
If organisations rely more heavily on automation or reduce junior roles to improve efficiency, there is a risk that fewer people will get the experience they need to progress.
Today’s junior content executive, production assistant or media coordinator could be tomorrow’s senior specialist or team leader. Those career paths don’t happen by accident. They rely on opportunities to learn, develop and gain experience.
This matters because the wider outlook for creative talent remains significant. A recent UK government assessment projects substantial growth in priority creative-industry occupations over the next decade, while also highlighting uncertainty about how AI will affect future demand.
In other words, the industry needs to adapt, but it also needs to think carefully about how it attracts and develops its future workforce.
What does this mean for employers?
For me, there are three practical priorities.
First, rethink the brief. Make sure job descriptions reflect the role as it exists today, rather than how it looked a few years ago. Be realistic about essential skills and open to transferable experience.
Second, look for adaptability. Technical knowledge matters, but so do curiosity, judgement, creativity and a willingness to learn. These qualities can be just as important as experience with a particular platform or tool.
Third, invest in people. Hiring the right person is only part of the picture. Training, progression and opportunities to take on new responsibilities will help organisations retain talent and prepare for future changes.
Recruitment should be about more than filling an immediate vacancy. It should help employers build teams that can respond to what’s coming next.
Looking ahead
Technology will continue to change the media landscape, and some roles will inevitably evolve or disappear while new opportunities emerge.
But people will remain central to the industry’s success. The ability to create original ideas, understand audiences, exercise sound judgement and bring others along will continue to matter, even as the tools we use change.
From a recruitment perspective, I think the opportunity is to be more thoughtful about how we define talent, recognise potential and prepare people for the future.
The question isn’t just which jobs AI will change. It’s whether we’re hiring and developing the people who will help shape what comes next.
I’d be interested to hear your views. Are media organisations doing enough to rethink the skills they recruit for, or are we still hiring for a version of the industry that’s already changing?