We’re again with the most recent version of our sequence, @Me Subsequent Time, the place we invite Staff Sprout and a few of our favourite social specialists to share how they actually really feel concerning the newest traits and trade discourse.
This time, we’re tackling a well-recognized frustration: social media job descriptions that attempt to do an excessive amount of. Manufacturers nonetheless anticipate one individual to handle content material calendars, act as on-camera expertise, report on efficiency, run influencer packages, lead social web optimization and keep on high of each development—every single day, all 12 months. It appears like we’re abruptly again in 2015.
However the excellent news is that social groups are increasing. Almost 86% of selling leaders plan to rent for at the very least two new social roles this 12 months, in keeping with The 2025 Sprout Social Index™. And Sprout’s Q1 2025 Pulse Survey reveals a transparent urge for food for specialization, with entrepreneurs saying that the perfect roles they’d add to their group embrace social media intelligence leads, social inventive administrators and influencer advertising leads.
We sat down with somebody who has private expertise carving out their very own specialised social media profession, Sprout’s Social Media Intelligence Supervisor, Olivia Jepson, to search out out why and the way hiring must evolve. “Clinging to generalist-only roles will result in burnout and churn. The boldest leaders are betting on specialization and they’re beating their competitors.,” says Jepson.
Why social media hiring must evolve
Over 80% of respondents to a latest Hyperlink in Bio survey indicated that they nervous about burnout of their social media position. Half stated they have been not sure in the event that they wished to proceed working in social or pivot careers totally. The survey additionally discovered that themes like stress, overwork, being unable to log out, and related sentiments persist, even throughout titles and time zones.
Excessive burnout charges additionally correlated with a scarcity of position readability and mobility. Jepson described this phenomenon and the way leaning into specialization guided her: “I began as a generalist targeted on content material creation. However that was a quick monitor to burnout, prefer it does for thus many. I spotted what I really like most about social is connecting with an viewers, and discovering insights about what actually made content material resonate. Any good chief ought to encourage their groups to search out what they take pleasure in about their position, and use that to assist them construct fulfilling careers. There’s excessive turnover in social as a result of individuals don’t get readability on ‘what’s subsequent.’”
When manufacturers rent social entrepreneurs to do all of it, they usually field them out of significant alternatives for profession development and creating true experience. The identical Hyperlink in Bio survey discovered that solely 1 / 4 of respondents had obtained a promotion within the final 12 months, regardless of 66% reporting feeling like they’re doing multiple job.
As social’s affect continues to develop, sticking with an outdated, generalist-only mannequin will price groups in turnover, morale and missed alternative. Leaders who put money into specialization—whether or not by means of new hires or inner improvement—would be the ones to supply extra impactful content material, construct stronger creator partnerships and uncover richer insights. “Different advertising groups have specialised roles. Why not social?” poses Jepson.
The roles next-generation social groups want
After we surveyed 650 social entrepreneurs throughout the US, UK and Australia, essentially the most in-demand additions to their groups centered on social media intelligence and artistic management. As social platforms develop extra crowded, manufacturers want specialists who can translate conversations into actionable insights, and domesticate a model id and content material technique that permeates the precise corners of the web.
These obligations are already surfacing in job descriptions—although usually beneath broader, generalist titles. Our evaluation of fifty social media job postings final 12 months revealed that 46% referenced influencer advertising, and most director-level roles explicitly known as out social listening and insights. Specialization is gaining traction, even when it’s nonetheless hiding inside “conventional” job descriptions fairly than new devoted roles.
There’s no common blueprint for group development—the precise construction is determined by your model’s objectives, each on social and past. However investing in expertise targeted on inventive route or social insights is a stable start line.
That doesn’t imply there’s no room for generalists in your hiring plans, although. As Jepson put it, “Generalist or semi-generalist positions are nonetheless necessary—particularly for serving to individuals chart their profession paths. With out being a generalist, I wouldn’t have recognized that is what I wished to do. It could additionally assist those that wish to change into social leaders have higher perspective.”
But, you shouldn’t ask generalists to do all of it. Their roles ought to nonetheless have a point of specialization. On Sprout’s personal social group, generalists have focus areas—starting from social search to engagement to worker advocacy.
How AI ought to (and shouldn’t) affect hiring
Headlines about AI changing contractors or decreasing headcount are lacking the purpose. The Index discovered that over half (54%) say AI will allow new roles, not remove them. One other 30% imagine it can shift obligations, not erase them.
AI isn’t right here to exchange social professionals. It’s right here to help them—particularly as groups evolve towards specialization. Even for generalist roles, the growth in AI adoption is making it clearer what ought to (and shouldn’t) be a spotlight in job descriptions. As Jepson places it: “AI can deal with the busywork, liberating entrepreneurs to give attention to development and the high-impact components of their position. However it could actually’t substitute the a part of your mind that understands your viewers or is aware of what’s helpful to your organization. AI doesn’t have discernment.”
Although AI can scale abilities like social listening and artistic route, they’ll’t absolutely be taken over. AI can analyze knowledge, however not inform a cohesive story. It could establish model companions, however not construct relationships. It could take administrative work off your plate, however can’t craft a very distinctive inventive route or model technique.
AI ought to be a device—not a alternative for people. When constructing your future org chart, embed AI into your workflows to scale back burnout, create bandwidth and set group members up for profession enlargement.
Construct smarter groups, not smaller ones
Social media hasn’t been a one-person job for a very long time. As platforms evolve, audiences develop extra advanced and content material calls for multiply, it’s time for hiring practices to catch up. Clinging to outdated, catch-all job descriptions will solely gasoline burnout and turnover.
Leaders who wish to future-proof their social groups ought to give attention to readability, specialization and sustainable development. Which means investing in distinct roles, empowering generalists to search out their area of interest, and utilizing AI as a device to boost—not substitute—human creativity and technique.
Your group’s construction displays the significance of social to your enterprise. If you rent with intention, you’re not simply constructing a group—you’re constructing the inspiration for long-term affect.
On the lookout for extra perception into social group evolution? Obtain The 2025 Sprout Social Index™ reviews for assist constructing a stronger enterprise case for social sources and mapping profession paths that match the place the way forward for social is headed.
