Photo Credit: Adobe Stock/Антон Сальников (AI generated)
Sourcing the best talent in the events industry means adapting to evolving employee expectations around flexibility, growth opportunities, and work-life balance.
“Post-pandemic, professionals increasingly value hybrid work models, allowing them to balance on-site events with remote work,” says Brett Han, managing director of Singapore-based iCube Events. “Companies that prioritise mental well-being, offer continuous learning and adopt sustainable event practices are better positioned to retain talent.”
Dawn Dennis, executive director for client experience at Pico Middle East says many professionals who left the industry during the pandemic are now eager to return, drawn by the resurgence of live events and the renewed sense of community they bring.
“We are leveraging targeted outreach, industry networks, and tapping into adjacent sectors like hospitality, marketing, and tech to attract fresh talent with transferable skills,” she says. “Our approach focuses on highlighting the dynamic and creative nature of event work, which appeals to candidates seeking more engaging and impactful roles.”
Post-pandemic, professionals increasingly value hybrid work models, allowing them to balance on-site events with remote work.
Brett Han, managing director, iCube Events Singapore
Experience versus attitude
While experience is valuable, the right attitude can often be more crucial. Max Boontawee Jantasuwan, founder and CEO at Thailand-based ETA Group, says the agency seeks intrapreneurs who thrive in its culture of empowerment and accountability.
“Our junior team members are frequently entrusted with challenging tasks that accelerate their development, supported by the guidance and expertise of our more experienced staff,” he says. “For senior roles that demand a higher level of experience and maturity, we ensure they have a well-coordinated team to help them achieve their goals.”
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He believes that this blend of nurturing and accountability fosters both personal growth and organisational strength, encouraging a balanced return of talent from within and beyond the industry.
Kuala Lumpur Convention Centre (KLCC) has taken part in the Future Shapers programme, a talent initiative set up by the AIPC, the International Association of Convention Centres, to identify future leaders. KLCC’s general manager John Burke says the venue has introduced several key initiatives to nurture talent, including a minimum salary set RM1,000 above the national standard and a flexible 45-hour workweek for administrative roles, which allows employees to select their working hours.
“This approach combines the flexibility often found in gig work with the added benefits of job security and structured career development, making us an attractive option for those reconsidering a return to hospitality,” he says.
Many professionals who left the industry during the pandemic are now eager to return, drawn by the resurgence of live events and the renewed sense of community they bring, observed industry members. Photo Credit: Adobe Stock/N7The venue is also expanding its talent search beyond traditional hospitality channels, bringing in skilled individuals from industries like retail, customer service, and events management, where, says Burke, ‘customer-centric mindset aligns well with our service standards’. To address the demand for flexibility among casual and F&B staff, KLCC has revised its hourly pay rates and introduced a loyalty programme to reward consistent, long-term contributions.
Technology is also helping the venue to streamline operations and reduce its reliance on unskilled labour.
“Automated scheduling systems and enhanced communication platforms help our team work more efficiently, freeing up time for high-value, guest-facing activities,” says Burke.
Money, money, money
Offering higher salaries is not always the answer when it comes to securing the best talent. As Jantasuwan points out, it can be a short-term motivator, often tied to individual financial goals.
“We prioritise rewarding performance – our incentive schemes are inclusive, recognising the contributions of everyone, not just sales teams,” he says. “A strong company culture, clear career development pathways, and a safe, positive working environment are key factors in becoming an employer of choice. These long-term elements of engagement often prove more effective in attracting and retaining top talent than simply offering a financial premium.”
We prioritise rewarding performance – our incentive schemes are inclusive, recognising the contributions of everyone, not just sales teams.
Max Boontawee Jantasuwan, founder and CEO, ETA Group Thailand
Pico’s Dennis says competitive packages are being offered to secure top talent, but she is also firm that it is not just about the money.
“We emphasise our commitment to career growth, learning opportunities and a collaborative culture, which are major draws,” she says. “While we are mindful of budgets, our focus is on creating value through a balanced mix of compensation, benefits, and work-life flexibility, which resonates well in the current market.”
When it comes to managing the talent gap at iCube Events, engaging experienced part-time staff is one solution. The agency also has an internship programme where it partners with Singapore Management University to introduce MICE experiences to undergraduates.
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Having a flexible workforce is key for Dennis too. The agency maintains a core team of highly experienced professionals to ensure continuity and expertise.
“For peak periods, we supplement the team with a flexible workforce of skilled contractors and freelancers, allowing us to scale quickly while keeping operations lean,” she says. “This adaptability has been key to managing fluctuating demands without compromising on quality.”