Editorial Note: Originally published in the September 2024 issue of Trade Show Executive magazine.
As I noted last month, new technologies are transforming our industry in ways that command our full attention. However, executive leaders must stay on top of considerations beyond the shiny and new, such as the ongoing pursuit of top talent. Executives have had countless conversations over the past few years about drawing young professionals to our industry and, much like pieces of a puzzle, how they contribute to the bigger picture of our success.
It’s clear that we need fresh perspectives and innovative thinking to stay ahead in today’s rapidly changing business landscape. The obvious solution is reflected in an incoming workforce eager to share their inventive ideas and visions for the future. There is no question we are interested in them; the question is, how do we get them interested in us?
Feedback from young professionals gives us valuable insight into how organizations can capture their interest. Not surprisingly, schedule flexibility is a big factor. Many value the ability to work remotely when possible and/or having flexible hours. Given the face-to-face nature of our industry, organizations may implement hybrid models that balance the needs of the organization with employees’ desires for flexibility.
Young professionals also indicate they are looking for more than just a paycheck – they want careers that offer continuous learning and growth. Investing in professional development programs demonstrates a commitment to your employees’ long-term career growth. Mentorship programs, cross-departmental training opportunities, regular skill-building workshops, and/or offering a learning stipend that can be used for continuing education not only field top talent but improve retention rates.
In addition, research shows that younger generations place high importance on work that aligns with their values and offers a sense of purpose. While our industry might not seem “world-changing” at first glance, we can highlight the real-world impact of our work by communicating how trade shows facilitate connections that drive innovation across all industries. And if your organization hasn’t already done so, implement impactful corporate social responsibility initiatives and set sustainability goals for your events. This is the future of our industry, regardless, but also reflects a forward-thinking philosophy that will make your organization more enticing.
It is no secret that diversity, equity, inclusion and belonging matter more than ever before. The modern workforce seeks companies that “walk the walk” when it comes to creating positive cultures for their team members. Industry veterans can attest that we work in a uniquely personable environment in which meaningful and lasting relationships are easily forged. An organization that encourages and promotes a strong sense of community, where all members can collaborate effectively to drive our industry forward, is very alluring to young talent looking for a professional “home” in which to build their careers.
This month, I urge executive leaders to ensure your organizations are poised to attract the desired professionals currently seeking the levels of opportunity that we know our industry offers. We know how rewarding a career in this industry can be and the next generation should too!
Captivating high caliber talent requires a multifaceted approach. By focusing on flexibility, professional development, purpose and inclusivity, executive leaders can position our industry as an exciting and rewarding career path for the next generation of professionals.
Let’s demystify what it takes to incorporate the essential pieces needed to complete the puzzle that comprises this highly dynamic, innovative and successful industry so that trade shows can continue growing for years to come.
Marie Browne
2024 IAEE Chairperson
Group Vice President
RX
