by Mark Hebert, Exhibit City News
Boston, a global destination known for its history and innovation, faces a significant challenge behind the scenes of its thriving tradeshow industry: a labor shortage that threatens its ability to meet demand. With unions and contractors struggling to fill positions, the city mirrors broader trends across Massachusetts, where aging workforces and systemic barriers hinder recruitment and retention in key industries.
Bob Dobinski, president of CorpEvents New England, shared his perspective on these challenges during a recent interview. His insights align with data from the U.S. Bureau of Labor Statistics (BLS) and the Harvard Project on Workforce’s 2023 report, “Addressing the Labor Shortage in Massachusetts: Engaging Untapped Talent.” Together, they paint a picture of an industry at a crossroads.
Aging Workforces and Recruitment Challenges
“Boston is an international Tier 1 city, but our tradeshow labor pool operates more like a gig economy,” Dobinski explained. “The unions are aging out, and younger members hesitate to join because the work isn’t consistent or full-time.”
This challenge is not unique to the tradeshow industry. According to the U.S. BLS, union membership in Massachusetts declined slightly to 12.6 percent in 2023 from 12.7 percent in 2022, continuing a long-term trend that has seen unionization rates drop from their peak of 17.5 percent in 1989–1990. While Massachusetts remains above the national average of 10 percent, the shrinking pool of unionized workers reflects broader challenges, including financial and systemic barriers.
In the tradeshow sector, these barriers are especially pronounced. High upfront costs, including an $800 initiation fee and monthly dues, deter new recruits, particularly younger workers or those seeking stable, full-time employment. The Harvard report highlights that financial instability and limited access to training exacerbate the issue.
Strained Labor Pools Impact Quality and Timelines
The shrinking workforce places increasing pressure on unions such as the Teamsters, responsible for essential tradeshow tasks like exhibit assembly and logistics. “Boston’s small size and high demand mean we sometimes need to bring in out-of-town workers,” Dobinski noted. This strategy helps bridge immediate gaps but underscores the difficulty of sustaining a local workforce.
Historically, Boston faced criticism for relying on less experienced, non-union labor during shortages. However, Dobinski pointed out that the city has worked hard to improve its reputation since the 1980s. Today, the challenge lies not in maintaining quality but in ensuring that enough skilled workers are available to meet demand.
The Harvard report confirms that labor shortages force employers to make compromises, such as overburdening existing workers or delaying projects. These challenges directly impact event timelines, budgets, and client satisfaction—factors Dobinski’s team works diligently to address.
Fixing the Pipeline
Both Dobinski and workforce experts agree that addressing labor shortages requires systemic change. The Harvard report emphasizes the importance of removing barriers that prevent underutilized talent pools—such as workers of color, immigrants, and women—from entering high-demand fields. Recommendations include reducing financial burdens, creating flexible pathways into the workforce, and investing in training programs to develop essential skills.
Dobinski, meanwhile, has focused on operational solutions within the tradeshow sector. “For large events, we now rely on dedicated management teams who oversee labor more effectively, from setup to tear down,” he said. These teams improve communication, ensure accountability, and reduce pressure on union resources. Many times this is dependent on transporting in personnel to the city to fill a labor talent void.
Technology also plays a crucial role in managing labor shortages. Dobinski’s team employs real-time documentation, including photographing crates, setups, and billings, to improve transparency with exhibitors. “Taking photos of crates and sharing updates helps exhibitors understand delays and additional costs,” he explained. “It builds trust and keeps everyone on the same page.”
Collaboration Is Key
Solving Boston’s labor challenges requires a collaborative approach. While Dobinski acknowledges that contractors alone cannot resolve union recruitment issues, he believes partnerships between contractors, unions, and workforce initiatives are essential.
Union membership trends underscore the urgency of these efforts. Despite being a strict union city compared to much of the country, Massachusetts has seen a steady decline in membership over the decades, with only 412,000 union members in 2023. The local 25 teamsters have seen an uptick in membership, but are in need of more than part-time work. This decline, coupled with aging workforces and financial barriers, creates a perfect storm for industries like tradeshows, where skilled labor is crucial.
“Boston’s tradeshow industry has a lot to offer, but we can’t grow without addressing these challenges,” Dobinski said. By embracing innovation, removing barriers, and fostering collaboration, Boston can serve as a model for Massachusetts—and beyond.
This story originally appeared as a truncated version in the Q1 2025 issue of Exhibit City News, p. 46. For original layout, visit https://issuu.com/exhibitcitynews/docs/ecn_q1_2025/46.
