It’s clear that the world of work has shifted in recent years. Not only in terms of the transition to hybrid, flexible or remote working, but employee expectations have also changed.

While the appropriate financial reward will always have a place, we seek out employers that encourage our input, embrace our feedback, and in doing so, nurture our wellbeing and development ongoing. The 2023 Employee Engagement Trends Report, by Reward Gateway highlights this, by revealing 93 per cent of UK employees say feeling listened to by leadership is important to their wellbeing at work.

Below are some of the strategies for event industry employers to consider when recruiting and retaining talent this year.

Prioritise a personalised approach

We’re always exploring ways to personalise the event experience for attendees because we recognise that no two individuals are the same.

Why not apply this approach to employees, too? Champion a flat-level organisational structure, and when developing or enhancing company-wide initiatives or incentives, look to your people for their genuine input.

Make sure you’re open to tailoring these based on what each individual team member values – employees seek trust, flexibility, and choice in their workplace cultures, so aim to adapt with them. Highlight your commitment to this approach when recruiting, and as new talent joins, aim to uncover their values in this regard from the get-go.

For me, the ability to work at times that reflect when I’m most productive, while also ensuring I can fulfil my responsibilities as a parent is key. My role is quite creatively led, so having the opportunity to step away from my desk and gain inspiration for projects is also a must. I feel engaged and motivated at work because I have the flexibility to do all of this, however, these priorities will no doubt be different to my colleagues and may also change with time.

This means committing to regular 1-2-1s and team brainstorm sessions, all in an open, relaxed environment are a must. Event profs want to feel included in the workplace, whether that is through accessibility or representation, and prioritising this ensures they have the opportunity to share honest feedback in a confidential setting, as well as contribute ideas in a more public forum. This not only drives engagement and motivation as people feel as though they have a voice, it helps companies to continuously improve.

Focus on employees’ passion points

More than ever, we want to do work that fulfils us, and this is naturally tied to both our professional and personal personas.

While not always possible, if you put a team member on a job that reflects their passions and is also tied to their outside interests and hobbies, whether that’s in relation to the industry, client, event type or subject matter they’ll be addressing, you’ll see greater levels of motivation, engagement, and overall productivity. Everyone has interests that are separate to their work responsibilities and being attuned to them can help your people develop as employees, as well as individuals.

This information can only be unearthed, however, when leaders provide employees with the platform to share this feedback – both in terms of those projects they wish to work on, and those they would prefer to avoid, due to moral, cultural, political, or other reasons.

I’ve seen first-hand how agencies that expand their work in particular sectors or niche areas based on this see higher levels of employee retention. Furthermore, showcasing specific expertise can aid in attracting likeminded talent, and adds to a company’s overall culture.

Sledge, for example, has enhanced its focus on working with clients that seek to do good in the world. We’ve voiced our interest in this type of work as employees, because it inspires and motivates us – and it’s one of the reasons why the agency has such high tenure rates.

Multifaceted training and development

Role-specific development opportunities are great, and formalised programmes related to this are key. However in 2023, employees are looking for more than this.

Focusing on skills enhancement and awareness in the areas of mental health and wellbeing, and enlisting the support of organisations such as Mental Health First Aid (MHFA) England is key right now.

From a sustainability perspective, recognising that we all have a role to play is only the tip of the iceberg. Employers must provide their teams with the information and tools they need to minimise their environmental impact, and those of their clients – and this is where aligning with the likes of isla can be effective.

Finally, investing in formalised coaching and mentoring is hugely beneficial for long and short-term development on an individual level. It allows employees to look beyond the day-to-day, and adopt a blue-sky thinking approach to their development, while also highlighting how they are valued within the organisation.

In essence, gone are the days of lunch and learns over Friday drinks. Providing real, genuine employee wellbeing and development opportunities is key to both attracting and retaining the industry’s top talent today, and into the future.