Social media teams are finally growing—stop hiring like it’s 2015

We’re back with the latest edition of our series, @Me Next Time, where we invite Team Sprout and some of our favorite social experts to share how they really feel about the latest trends and industry discourse.

This time, we’re tackling a familiar frustration: social media job descriptions that try to do too much. Brands still expect one person to manage content calendars, act as on-camera talent, report on performance, run influencer programs, lead social SEO and stay on top of every trend—every day, all year. It feels like we’re suddenly back in 2015.

But the good news is that social teams are expanding. Nearly 86% of marketing leaders plan to hire for at least two new social roles this year, according to The 2025 Sprout Social Index™. And Sprout’s Q1 2025 Pulse Survey shows a clear appetite for specialization, with marketers saying that the ideal roles they’d add to their team include social media intelligence leads, social creative directors and influencer marketing leads.

We sat down with someone who has personal experience carving out their own specialized social media career, Sprout’s Social Media Intelligence Manager, Olivia Jepson, to find out why and how hiring needs to evolve. “Clinging to generalist-only roles will lead to burnout and churn. The boldest leaders are betting on specialization and they are beating their competition.,” says Jepson.

Why social media hiring needs to evolve

Over 80% of respondents to a recent Link in Bio survey indicated that they worried about burnout in their social media role. Half said they were unsure if they wanted to continue working in social or pivot careers entirely. The survey also found that themes like stress, overwork, being unable to log off, and similar sentiments persist, even across titles and time zones.

High burnout rates also correlated with a lack of role clarity and mobility. Jepson described this phenomenon and how leaning into specialization guided her: “I started as a generalist focused on content creation. But that was a fast track to burnout, like it does for so many. I realized what I love most about social is connecting with an audience, and finding insights about what really made content resonate. Any good leader should encourage their teams to find what they enjoy about their role, and use that to help them build fulfilling careers. There’s high turnover in social because people don’t get clarity on ‘what’s next.’”

When brands hire social marketers to do it all, they often box them out of meaningful opportunities for career growth and developing true expertise. The same Link in Bio survey found that only a quarter of respondents had received a promotion in the last year, despite 66% reporting feeling like they’re doing more than one job.

As social’s influence continues to grow, sticking with an outdated, generalist-only model will cost teams in turnover, morale and missed opportunity. Leaders who invest in specialization—whether through new hires or internal development—will be the ones to produce more impactful content, build stronger creator partnerships and uncover richer insights. “Other marketing teams have specialized roles. Why not social?” poses Jepson.

The roles next-generation social teams need

When we surveyed 650 social marketers across the US, UK and Australia, the most in-demand additions to their teams centered on social media intelligence and creative leadership. As social platforms grow more crowded, brands need specialists who can translate conversations into actionable insights, and cultivate a brand identity and content strategy that permeates the right corners of the internet.

These responsibilities are already surfacing in job descriptions—though often under broader, generalist titles. Our analysis of 50 social media job postings last year revealed that 46% referenced influencer marketing, and most director-level roles explicitly called out social listening and insights. Specialization is gaining traction, even if it’s still hiding within “traditional” job descriptions rather than new dedicated roles.

There’s no universal blueprint for team growth—the right structure depends on your brand’s goals, both on social and beyond. But investing in talent focused on creative direction or social insights is a solid starting point.

That doesn’t mean there’s no room for generalists in your hiring plans, though. As Jepson put it, “Generalist or semi-generalist positions are still important—especially for helping people chart their career paths. Without being a generalist, I wouldn’t have known this is what I wanted to do. It can also help those who want to become social leaders have greater perspective.”

Yet, you shouldn’t ask generalists to do it all. Their roles should still have some degree of specialization. On Sprout’s own social team, generalists have focus areas—ranging from social search to engagement to employee advocacy.

How AI should (and shouldn’t) impact hiring

Headlines about AI replacing contractors or reducing headcount are missing the point. The Index found that over half (54%) say AI will enable new roles, not eliminate them. Another 30% believe it will shift responsibilities, not erase them.

AI isn’t here to replace social professionals. It’s here to support them—especially as teams evolve toward specialization. Even for generalist roles, the boom in AI adoption is making it clearer what should (and shouldn’t) be a focus in job descriptions. As Jepson puts it: “AI can handle the busywork, freeing marketers to focus on growth and the high-impact parts of their role. But it can’t replace the part of your brain that understands your audience or knows what’s valuable to your company. AI doesn’t have discernment.”

Though AI can scale skills like social listening and creative direction, they can’t fully be taken over. AI can analyze data, but not tell a cohesive story. It can identify brand partners, but not build relationships. It can take administrative work off your plate, but can’t craft a truly unique creative direction or brand strategy.

AI should be a tool—not a replacement for humans. When building your future org chart, embed AI into your workflows to reduce burnout, create bandwidth and set team members up for career expansion.

Build smarter teams, not smaller ones

Social media hasn’t been a one-person job for a long time. As platforms evolve, audiences grow more complex and content demands multiply, it’s time for hiring practices to catch up. Clinging to outdated, catch-all job descriptions will only fuel burnout and turnover.

Leaders who want to future-proof their social teams should focus on clarity, specialization and sustainable growth. That means investing in distinct roles, empowering generalists to find their niche, and using AI as a tool to enhance—not replace—human creativity and strategy.

Your team’s structure reflects the importance of social to your business. When you hire with intention, you’re not just building a team—you’re building the foundation for long-term impact.

Looking for more insight into social team evolution? Download The 2025 Sprout Social Index™ reports for help building a stronger business case for social resources and mapping career paths that match where the future of social is headed.