Tips to draw the best events and meetings talent

The meetings industry, like many other sectors, is facing a challenging environment when it comes to recruiting staff. A recent webinar entitled ‘Setting a Strategy for Recruiting Talent’, hosted by Northstar Meetings Group, explored best practices for effectively hiring people for both permanent and project/contract work within the meetings and events industry.

Making distinctions

Todd Taranto, president of Cadre, an online marketplace connecting event freelancers with companies looking to hire them, said it is important to distinguish between full-time and part-time contract work, particularly in the current climate. Following the pandemic, he said many event organisations reduced their fixed costs by reducing the number of their full-time employees and adding a workforce of contract talent.

“Consider whether you have enough to engage a contractor for that project and to keep them busy,” he said. “Consider areas that are different when hiring full-time, such as budget and project scope - it’s not so much about whether they are a fit for the organisation but more about looking for someone who has the skills, fits the budget and can get that mission done for that specific project.”

These two worlds can easily get mixed which could result in legal and compliance issues further down the line.

The gap in experience

Dawn Penfold, president of Job Search Services for the Meetings & Events industry , a recruitment company for the events industry, said that those who have between one to four years experience in events are currently the hardest to recruit.

“During the pandemic, everyone was let go and there was a three-year period when no hiring or mentoring of new people was taking place,” she said. “We’re seeing an increasing amount of contract staff filling those positions which ask for between one to four years’ experience and skills.”

Penfold also recommended that companies look to hire more diverse candidates with different skill sets. “You could hire someone who is completely outside of the industry - that person could bring more to the table, have a different outlook or viewpoint that could add to your environment, your office and your team,” she said.

Paying more

Determining your budget and being realistic is vital too. Penfold added that the level of salaries available now ‘have not been seen for years’, as the candidate pool is so small at present.

“People are willing to pay more, and transparency with regards to salary and benefits is very important now,” said Penfold. “It’s getting to the point now where we will not ask a candidate what their current salary is - we will ask them what their salary expectations are.”

Working styles

Hybrid and remote working options are increasingly influencing recruitment decisions within the meetings industry. As Penfold outlined, employees are now reluctant to work in an office five days a week, particularly when they may be expected to travel for events and some are even refusing to interview for jobs that require a commute.

“If you are hiring, think about what's important to you and be reasonable,” she outlined. “What's your absolute requirements for this person - do they have to physically be in the office? With the type of candidate pool out there, you have to be flexible otherwise you will never hire.”

Employee benefits

Benefits that employees seek are changing too. Penfold added that companies are now offering a ‘menu’ of more unusual items for prospective employees in the meetings sector, such as arranging pet care when they are at events.

“This might be hard to do if you're with a major corporation or association because usually they're not that flexible,” she said. “But realise that's what candidates are asking for, so create meaning and purpose in your job offer. Candidates aren’t just interested in money - they want room for growth.”