It appears almost paradoxical. Marketing budgets are under sharper pressure in 2025 than at any point in recent years – yet the share allocated to performance marketing continues to rise. Recent data from Accenture suggests that as much as 60–70 per cent of marketing spend now flows into performance-driven channels (Accenture 2024). This shift does more than alter budget structures. It exerts considerable strain on a labour market already short of qualified specialists.
At the same time, German companies report the highest talent shortages since records began. According to ManpowerGroup, 86 per cent struggle to fill open roles (ManpowerGroup 2025). Digital functions are particularly affected, especially those requiring strong data capabilities and technological fluency.
The real question, therefore, is not why performance marketers are difficult to recruit. It is how a role that was considered niche only a few years ago has become one of the most strategically important functions for modern businesses and what this means for corporate hiring strategies.
This article explores the structural forces driving the shortage of performance marketing talent, the capabilities most lacking today, and the steps companies must take to remain able to act.
The structural drivers behind the shortage of performance marketing talent
The performance marketing labour market no longer follows the well-established patterns of traditional digital roles. While many functions benefit from mature training pathways, defined role structures and stable toolsets, performance marketing has evolved into a domain in which requirements change in rapid cycles. Employers face a fundamental challenge: the market simply cannot keep pace with technological acceleration.
A key driver is the sheer fragmentation of the technology landscape. The number of relevant marketing tools has increased sharply over the past five years. New tracking standards, tightened privacy regulation, AI-based automation and increasingly complex attribution models have raised the bar significantly. Bitkom notes that the role now demands a combination of technical expertise and creative thinking – a pairing that remains exceptionally rare (Bitkom 2025).
At the same time, expectations within organisations are shifting. Marketing leaders are directing more of their budgets towards measurable channels that promise immediate commercial results. Accenture finds that performance marketing already accounts for 60–70 per cent of spend in leading companies (Accenture 2024). Demand for specialist talent has grown accordingly, while the supply has remained largely static.
Another structural bottleneck lies in education. Universities and training providers struggle to keep pace with technological change. Many of the capabilities now considered essential – AI-supported optimisation, data-driven attribution, or cross-channel automation – are still absent from most curricula. As a result, the labour market consists largely of lateral entrants whose backgrounds differ significantly.
Geography adds further complexity. Remote work has globalised the talent market. Companies no longer compete locally but internationally for the same specialists. For candidates, this expands opportunity. For employers, it raises expectations and amplifies competition.
These forces operate simultaneously, with the effect that even downturns bring little relief. Demand for performance marketing talent remains high because data-driven acquisition has become a business-critical engine rather than a discretionary growth lever.
The capabilities most lacking – and why they matter
Anyone recruiting performance marketing specialists today will have noticed that the expectations have become markedly more technical. Many of the required competencies bear little resemblance to conventional campaign management. They sit at the intersection of data, technology and strategic interpretation precisely where the talent pool is thinnest.
The most significant gap concerns data literacy. Tracking architecture, consent management, server-side tracking and new attribution models require a strong command of data quality and measurement. Yet the market is not adequately prepared. Bitkom highlights that only a small share of professionals combine tool proficiency with analytical strength and creativity (Bitkom 2025). Companies are searching for profiles that scarcely exist.
The rapid integration of AI into campaign workflows compounds the issue. Major platforms increasingly automate bidding, creative production and segmentation. Operational work becomes easier – while strategic demands rise. Employers need individuals who can not only deploy AI but understand its mechanics and interpret outputs. Few candidates possess these capabilities.
Cross-channel expertise is also in short supply. Many organisations expect performance marketers to orchestrate complex multi-touch journeys, identify efficiency levers and reallocate budgets fluidly. Yet the market has produced specialists, not strategists capable of navigating channel interplay.
Short knowledge cycles further undermine expertise. New features, shifting targeting logic and regulatory intervention mean skills become outdated within months. Sustained learning is essential and rare.
A further, less visible issue is inflated job titles. Years of high demand have distorted seniority labels. There are far more “senior” performance marketers in title than in actual capability, making assessment difficult and widening the perceived talent gap.
Supply versus demand: why the market remains tight even in weaker economic conditions
Unlike many professions, the supply-demand imbalance in performance marketing shows little correlation with the economic cycle. Even in more challenging periods, demand remains stable. Performance marketing is no longer treated as a growth accelerant alone; it is a core operational function. Reducing it risks erosion of market visibility and commercial performance. As a result, organisations continue to seek qualified talent even when other teams shrink.
One major driver is chronic undersupply. Research shows that Germany faces record-high staffing bottlenecks: 86 per cent of companies report difficulty filling vacancies (ManpowerGroup 2025). This is particularly acute in roles requiring data and technology skills. Bitkom notes that more than 300,000 people already work in digital marketing, yet demand continues to rise (Bitkom 2025). The market is operating at capacity.
A second factor is mismatch. Many employers are seeking seasoned experts with deep technical knowledge and a strategic mindset. But the market predominantly consists of channel specialists. Consequently, roles often appear unfillable not because candidates are absent, but because the ideal profile is exceedingly rare.
Remote work intensifies global competition. Talented candidates receive attractive offers across borders. Local availability declines.
Mobility is another contributor. Performance marketers change employers more frequently to stay aligned with the latest tools and practices. This increases turnover and creates persistent gaps.
Training pipelines also lag. Academic institutions and private providers respond more slowly than the market evolves. New competencies emerge faster than they can be taught. Supply remains flat while expectations rise.
The blueprint strategy: how companies can recruit successfully despite shortages
Organisations aiming to attract performance marketing specialists must adopt more precise and pragmatic hiring strategies. Many recruitment challenges stem not from a lack of applicants but from overloaded job descriptions and unrealistic expectations. Effective hiring begins with clarity on what performance marketing is meant to achieve within the business.
The first step is to focus the role definition. Too many employers seek candidates who combine operational excellence with strategic insight, strong data literacy and creative execution. It is rarely feasible to find all of this in one individual. A well-structured skill matrix distinguishing essential from desirable competencies broadens the potential talent pool.
Assessment also needs refinement. CVs reveal little about true seniority. Case-based exercises and practical evaluations provide better insight into a candidate’s ability to handle data, tools and cross-channel decision-making.
Sourcing must extend beyond traditional platforms. High-performing talent is seldom actively seeking new roles. They respond, however, to targeted, technically credible communication that respects their expertise and clearly articulates the organisation’s infrastructure and expectations.
Speed is equally important. Slow processes deter top candidates. Streamlined interviews and swift decision-making significantly improve outcomes.
Finally, companies should be prepared to nurture potential. Developing promising candidates broadens long-term capacity and reduces reliance on an overstretched senior talent segment.
Team structures and career paths: what keeps top performance marketers in place
Performance marketers tend to move roles more frequently than other digital professionals. This reflects a working environment in which rapid learning is essential. Retention is therefore a matter of structure, not simply reward.
The technology stack plays a central role. Specialists want tools that support precise, efficient work. Outdated systems hinder performance and signal a lack of strategic ambition. Strong infrastructure enhances both attraction and retention.
Clear responsibilities are equally important. Sustainable performance teams rely on well-defined interfaces and unambiguous objectives. Top talent wants the authority to make informed decisions and the visibility to demonstrate impact.
Career development must also be explicit. Many organisations use senior titles without meaningful differentiation. Professionals want transparency on how they can grow, whether through deeper specialisation, broader channel ownership or progression into leadership.
A strong learning culture reinforces retention. With tools and methodologies evolving rapidly, professionals require structured time and support for continuous development. Bitkom highlights that modern marketing roles depend more than ever on sustained upskilling (Bitkom 2025).
Finally, the working environment itself matters. Performance marketers operate with data, pace and accountability. They expect decisive leadership, clarity and an open approach to experimentation and error.
Conclusion
Performance marketing has become central to business success. Yet the gap between demand and supply continues to widen. Technological fragmentation, rising expectations and slow education pipelines mean that shortages are unlikely to resolve quickly.
But companies retain agency. Clearer role definitions, streamlined skill profiles and rigorous assessment methods can materially improve hiring outcomes. Likewise, environments that support continuous learning, modern technology and transparent career development foster long-term retention.
The competition for talent is intensifying. Organisations that recognise performance marketing as a strategic function and structure their teams accordingly will be better positioned to secure lasting advantage.
Further reading
If you would like to learn more about how data-driven decisions can make your recruiting more efficient, we recommend our insight ‘Data-driven recruiting – The key strategy for reducing costs in human resources’. There you will learn how modern tools, automation and a clearly structured data architecture help companies to manage recruiting processes more precisely and deploy resources in a targeted manner.
Sources
- Accenture (2024): Reinventing Relevance in the Age of Overload – China CMO Report.
- Bitkom (2025): Digitales Marketing in Deutschland – Wertbeitrag, Beschäftigtenzahlen und Kompetenzanforderungen.
- ManpowerGroup (2025): Fachkräftemangel 2025 erreicht Rekordniveau – Ergebnisse der Fachkräfte-Umfrage.
- Marketing Week (2023): Career & Salary Survey – Skill Gaps and Capability Trends in Marketing Teams.
- McKinsey (2024): State of Marketing 2024 – Zurück in die Zukunft.
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