How to Use the Event Coordinator Interview Template

Why structured event coordinator interviews matter

Event coordinators manage complexity that most hospitality roles never touch. They juggle dozens of moving parts simultaneously - catering, AV, room setup, entertainment, transport, staffing - while keeping a nervous bride, a demanding corporate client, or an anxious charity organiser happy. A single missed detail can ruin an event that someone has spent months planning and thousands of pounds funding.

The problem with hiring event coordinators is that confident talkers often interview brilliantly but collapse under the real operational pressure of event day. They describe events they "coordinated" but were actually just present at. They talk about budgets they "managed" but actually just tracked. A structured interview with scenario-based questions and a practical planning exercise separates genuine organisers from articulate bystanders.

This 45-minute template assesses the five competencies that predict event coordination success: planning experience, client relationship management, organisational systems, financial acumen, and crisis handling under pressure. The weighted scoring prioritises planning and client skills equally because an event that runs perfectly but leaves the client feeling ignored is still a failure.

Pre-Interview Preparation

Before the candidate arrives, prepare thoroughly so you can focus on assessment rather than logistics.

Review candidate CV and event portfolio - Look for the scale and variety of events they've managed. Someone who's run 200-person corporate conferences has different strengths than someone who's coordinated intimate private dining experiences. Note any relevant qualifications and whether they've worked venue-side, agency-side, or both.

Prepare interview area - Use a professional space that reflects your venue's standards. If possible, choose a room the candidate might actually use for client meetings. Event coordinators assess venues instinctively - they'll notice your space and draw conclusions.

Have scoring sheets and pen ready - Event coordinators are often charismatic communicators who make strong impressions. Structured scoring prevents charm from substituting for competence in your assessment.

Ensure 45 minutes uninterrupted time - Event coordination involves nuanced assessment across multiple competencies. Rushing means you'll miss the detail that separates a coordinator who handles complexity from one who merely survives it.

Review venue event capabilities - Refresh your knowledge of current event spaces, capacities, equipment, preferred suppliers, and any upcoming operational changes. This helps you assess whether the candidate's experience aligns with your venue's specific offerings.

Customisation tips:

• For hotel venues, add "Review recent event feedback and recurring challenges"
• For dedicated event spaces, add "Prepare event function sheet example for planning exercise"
• For venues with complex AV setups, add "Note technical capabilities and supplier relationships"

Candidate Details

Record the candidate's full name exactly as they prefer to be called. This becomes your reference for all subsequent documentation.

Document when the interview took place. This is essential when comparing multiple candidates interviewed over several days and for any follow-up correspondence.

Event Experience

Why this question matters:

Event experience isn't just about how many events someone has worked on - it's about the depth and breadth of their involvement. A coordinator who has genuinely managed events from enquiry through to post-event debrief understands the full lifecycle. One who's only ever executed someone else's plan will struggle when they're the person making decisions, managing the client, and solving problems on the day. The types of events matter too: managing a wedding requires different skills than running a corporate product launch.

What good answers look like:

• Specifies event types, sizes, and their exact role ("I managed all corporate events at a 300-capacity hotel venue - typically 3-4 events per week ranging from boardroom meetings to gala dinners for 200")
• Describes the full event lifecycle involvement, not just the on-the-day delivery ("I handled the initial enquiry call, site visit, proposal, planning meetings, function sheets, the event itself, and post-event feedback")
• Shows progression in responsibility - moving from assisting to leading
• Discusses managing different event types and adapting their approach for each ("Weddings need emotional intelligence and patience; corporate events need efficiency and polish")
• References specific challenges they've overcome and what they learned

Red flags to watch for:

• Vague about their specific role ("I was involved in events" without clarity on what they actually did)
• Cannot describe the planning process - only talks about event day
• Claims credit for events where they were clearly in a support role
• Only one type of event experience with no evidence of adaptability
• Cannot discuss specific numbers - guest counts, event frequencies, or budget ranges
• Short tenures at multiple event venues without clear progression

Customisation tips:

• For hotel venues: Probe their experience managing events alongside regular hotel operations
• For dedicated event spaces: Focus on high-volume coordination and turnaround management
• For destination venues: Ask about managing logistics for events where guests travel significant distances
• For venues with outdoor spaces: Explore their experience with weather contingency planning

How to score:

• 5 - Excellent: Extensive experience with varied event types and sizes; clear evidence of full lifecycle management and growing responsibility
• 4 - Good: Solid coordination background with specific examples; demonstrates understanding across multiple event categories
• 3 - Average: Some event experience showing basic competence but limited variety or depth of involvement
• 2 - Below Average: Limited direct event coordination; mostly support roles or very narrow experience
• 1 - Poor: No meaningful event experience or unable to describe their involvement concretely

Client Management

Why this question matters:

Clients are the reason events exist, and managing their expectations is the most emotionally demanding part of event coordination. A bride who's dreamed about her wedding for years, a CEO whose career depends on a successful product launch, a charity founder whose annual gala funds their entire operation - these people are invested, anxious, and often unrealistic. A coordinator who can't manage this emotional landscape will either cave to impossible demands (destroying margins) or alienate the client (losing future business and generating negative reviews).

What good answers look like:

• Describes a specific client relationship from enquiry to post-event, showing how they managed expectations at each stage ("The client wanted a marquee wedding for 150 but had a budget that realistically covered 80. I walked them through options, showed what was achievable, and we found a creative solution that felt special within their budget")
• Shows ability to say no diplomatically without losing the client's trust
• Demonstrates proactive communication - updating clients before they have to ask
• References handling emotional or stressed clients with patience and professionalism
• Discusses managing multiple stakeholders with different priorities (bride vs mother-in-law, marketing team vs finance director)

Red flags to watch for:

• Describes clients in negative terms ("They were impossible" or "They didn't know what they wanted")
• Cannot give examples of managing client expectations - just agrees with everything
• No evidence of proactive communication - only responds when chased
• Focuses entirely on the operational aspects and ignores the relationship dimension
• Cannot describe how they handle disagreements or difficult conversations
• Seems uncomfortable with the emotional aspects of client management

Customisation tips:

• For wedding venues: Probe their experience with emotional family dynamics and multiple decision-makers
• For corporate venues: Focus on managing professional clients, corporate procurement processes, and repeat business relationships
• For charity and community venues: Ask about working with volunteer committees and limited budgets
• For high-end venues: Explore their experience with demanding clients who expect bespoke solutions

How to score:

• 5 - Excellent: Expert client management with specific examples of navigating difficult relationships, managing expectations, and maintaining trust through challenges
• 4 - Good: Strong client communication with evidence of proactive management and diplomatic handling of competing demands
• 3 - Average: Adequate client handling for straightforward situations but limited experience with complex or emotional client relationships
• 2 - Below Average: Struggles with difficult clients or avoids challenging conversations; reactive rather than proactive
• 1 - Poor: Cannot manage client relationships effectively; either too compliant or too rigid

Organisation Skills

Why this question matters:

An event coordinator without strong organisational systems is a disaster waiting to happen. Events have hundreds of interdependent details - dietary requirements, room layouts, AV specifications, entertainment timings, staffing levels, transport schedules - and missing any one of them can derail the experience. The best coordinators don't rely on memory; they have systems that ensure nothing falls through the cracks, even when they're managing five events in the same week.

What good answers look like:

• Describes specific organisational tools and systems ("I use detailed function sheets for every event, broken down by timeline, department, and responsibility. Each function sheet gets reviewed 72 hours, 24 hours, and 2 hours before the event")
• Shows evidence of a systematic planning process, not just ad-hoc task management
• Discusses managing multiple simultaneous events without confusion ("Last December I had three Christmas parties in one week plus a wedding. I colour-coded my function sheets, held daily briefings with each department, and created a master timeline for the week")
• References learning from mistakes and improving their systems
• Demonstrates attention to detail in how they describe their process - specifics, not generalities

Red flags to watch for:

• Relies on memory rather than documented systems ("I just keep it all in my head")
• Cannot describe their planning process in step-by-step detail
• Gets confused when you ask about managing multiple events simultaneously
• No mention of contingency planning or backup arrangements
• Claims they've never made organisational mistakes - suggests either dishonesty or insufficient experience
• Disorganised during the interview itself - late, unprepared, or unable to find information about your venue

Customisation tips:

• For high-volume venues: Ask about managing rapid turnarounds and multiple events in a single day
• For venues with complex setups: Probe their approach to detailed room layouts and technical specifications
• For venues that rely on external suppliers: Focus on managing supplier timelines and confirming arrangements
• For venues with multiple spaces: Explore how they coordinate events happening simultaneously in different areas

How to score:

• 5 - Excellent: Exceptional planning demonstrated through detailed systems and specific examples; manages complexity methodically and anticipates problems before they arise
• 4 - Good: Well-organised approach with clear systems; handles multiple events competently and shows attention to detail
• 3 - Average: Basic planning ability that works for straightforward events but may struggle with complexity or volume
• 2 - Below Average: Disorganised approach with limited evidence of systematic planning; relies on reactive management
• 1 - Poor: Cannot plan effectively; no evidence of organisational systems or attention to operational detail

Budget Management

Why this question matters:

Events are a revenue stream, and a coordinator who can't manage budgets is giving away your margin. Every event has a financial reality: what the client is paying, what it costs to deliver, and the profit your venue needs to make. A coordinator who focuses only on making the client happy without watching costs will erode profitability event by event. One who watches costs but can't sell value will lose clients to competitors who make them feel special.

What good answers look like:

• Discusses specific budget management with real numbers ("I managed wedding budgets ranging from £5,000 to £50,000 and typically achieved 35-40% gross profit margins")
• Demonstrates understanding of cost drivers and where to find savings without compromising quality
• Shows ability to upsell by adding value rather than pressure ("When couples wanted to upgrade to our premium drinks package, I'd explain exactly what they'd get and show them the price per head difference rather than just quoting the total")
• References tracking actuals against budget throughout the planning process, not just at the end
• Discusses handling conversations about money diplomatically - when clients want more than their budget allows

Red flags to watch for:

• Cannot discuss budgets in concrete terms - no figures, percentages, or margins
• Sees budget management as someone else's responsibility ("The events manager handled the money side")
• Doesn't understand the difference between revenue and profit
• Consistently discounts or adds extras to keep clients happy without considering the financial impact
• No awareness of how event pricing works at your type of venue
• Uncomfortable discussing money with clients

Customisation tips:

• For corporate venues: Probe their experience with corporate rate cards, preferred supplier agreements, and volume discounts
• For wedding venues: Focus on managing emotional budget conversations and the upselling opportunities specific to weddings
• For multi-venue operations: Ask about standardised pricing versus bespoke quotations
• For venues with in-house catering: Discuss food and beverage cost management and minimum spend requirements

How to score:

• 5 - Excellent: Strong commercial awareness with specific budget examples; understands profit margins, cost control, and value-based pricing
• 4 - Good: Good understanding of event finances with evidence of managing budgets and discussing costs with clients
• 3 - Average: Basic budget management that covers the essentials but limited commercial depth or pricing sophistication
• 2 - Below Average: Limited financial understanding; doesn't connect event decisions to profitability
• 1 - Poor: No budget management experience or understanding of event commercial realities

Crisis Management

Why this question matters:

Every event coordinator will face a crisis. The caterer calls in sick on the morning of a 200-person gala. The bride's dress rips an hour before the ceremony. A power cut kills the AV system during a CEO's keynote speech. The supplier who promised a specific wine has sent the wrong vintage. What separates a good coordinator from a great one is how they perform when the plan falls apart. Panic is contagious in events - if the coordinator loses composure, the entire team follows, and the client notices.

What good answers look like:

• Describes a specific crisis with a clear resolution narrative ("The marquee company called at 6am to say their lorry had broken down. I had a backup supplier's number from a previous emergency, called them, negotiated emergency delivery, and the marquee was up two hours late but ready for the event")
• Shows a calm, methodical approach to crisis: assess the situation, identify options, act decisively, communicate clearly
• Demonstrates they've built contingency relationships ("I always have backup contacts for every key supplier because I've been caught out before")
• References protecting the client experience while solving the problem ("The guests never knew there was an issue because we adjusted the timeline and served drinks in the garden while the room was reset")
• Discusses what they learned and how they've prevented similar crises since

Red flags to watch for:

• Cannot describe a real crisis they've managed - only hypothetical scenarios
• Panics when recounting the story, which suggests they panicked at the time
• Blames others for the crisis without taking any ownership of the resolution
• No evidence of contingency planning or backup arrangements
• Describes crises where the client found out because they lost control of the situation
• Only describes minor inconveniences as if they were major crises

Customisation tips:

• For outdoor venues: Present weather-related crisis scenarios and probe backup plans
• For venues with in-house catering: Ask about kitchen emergencies, dietary requirement failures, and supplier no-shows
• For venues hosting high-profile events: Explore how they'd handle security concerns, media issues, or VIP demands during a crisis
• For venues with technical requirements: Discuss AV failures, power issues, and connectivity problems during live events

How to score:

• 5 - Excellent: Calm under pressure with specific examples of resolving genuine crises; demonstrates contingency planning and the ability to protect the client experience
• 4 - Good: Handles crises effectively with good examples of problem-solving and maintaining composure
• 3 - Average: Can manage basic event problems but limited experience with significant crises or pressure situations
• 2 - Below Average: Panics under pressure or cannot describe effective crisis resolution
• 1 - Poor: Cannot handle event problems; history of crises escalating due to poor management

Practical Trial

Why practical trials matter:

Event coordinators talk about planning, but the trial shows whether they can actually do it. A realistic planning exercise reveals their thought process, their attention to detail, the questions they ask (and the ones they miss), and whether their organisational instincts match their interview claims. You'll quickly see whether they think commercially, plan methodically, and communicate clearly under mild pressure.

What to observe:

Gathered all relevant client requirements - Did they ask the right questions? Did they probe beyond the obvious requirements to uncover hidden needs, potential issues, and upselling opportunities?

Asked appropriate clarifying questions - Did they seek specifics rather than making assumptions? Good coordinators ask "What's the dietary split?" not "Is there any dietary?"

Considered logistics and timelines - Did they think about room turnaround time, supplier lead times, staffing requirements, and the practical flow of the event?

Showed commercial awareness - Did they think about costs, pricing, and margin? Or did they focus only on creating the perfect event without considering profitability?

Proposed creative solutions - When the brief included constraints (limited budget, tight timeline, awkward space), did they find innovative solutions or just report the limitations?

Setting up an effective trial:

• Create a realistic event brief: a client wants a specific type of event with defined budget, guest numbers, and requirements
• Include constraints that require creative thinking (budget doesn't stretch to their first choice, space has limitations, timeline is tight)
• Give them 15-20 minutes to develop a proposal, then present it to you as if you were the client
• Assess both the content of their plan and how they communicate it
• Have your venue's event pack, pricing, and floor plans available for them to reference

How to score the trial:

• 5 - Exceptional: Outstanding event planning demonstrated with thorough questioning, creative solutions, commercial awareness, and compelling client presentation
• 4 - Strong: Good coordination skills shown through methodical planning and clear communication; addressed most key considerations
• 3 - Adequate: Basic planning ability covering essentials but missed some important details or lacked commercial thinking
• 2 - Below Standard: Struggled with the planning scenario; missed key requirements, showed limited organisational thinking
• 1 - Inadequate: Not suited for event coordination; could not structure a basic event proposal

Cultural Fit Assessment

Beyond skills and experience, cultural fit determines whether an event coordinator will thrive in your venue. Select all indicators that genuinely apply based on your observations throughout the interview and trial.

Shows passion for events - Did they light up when talking about successful events? Do they get genuine satisfaction from creating memorable experiences? Passion sustains coordinators through the long hours and high pressure.

Demonstrates attention to detail - Did they notice small things during the interview? Did their planning exercise show thorough thinking? Detail orientation separates good events from great ones.

Works well under pressure - Did they stay calm and focused during the trial, or did the time constraint cause visible stress? Event days are pressured by nature.

Shows commercial mindset - Did they naturally consider cost and profitability, or did they focus only on creating the perfect event? Commercial awareness protects your venue's margins.

Interest in client satisfaction - Do they genuinely care about making clients happy, or is it just professional obligation? The emotional investment coordinators bring to client relationships drives repeat business.

Positive about unsociable hours - Events happen on evenings, weekends, and bank holidays. Did they discuss this with genuine acceptance or reluctant tolerance?

Weighted Scoring

The weighted scoring system reflects what matters most for event coordinator success. Planning and client management carry equal weight because both are fundamental to the role.

Planning skills determine whether events run smoothly. Rate 1-5 based on the event experience question, organisation skills question, and practical trial planning, then multiply by 0.30.

Client management drives repeat business and reputation. Rate 1-5 based on the client management question and how they communicated during the practical trial, then multiply by 0.30.

Commercial acumen protects your venue's profitability. Rate 1-5 based on the budget management question and commercial awareness shown during the planning exercise, then multiply by 0.25.

Cultural fit affects retention and team dynamics. Rate 1-5 based on the cultural fit assessment indicators and your overall impression, then multiply by 0.15.

Add all weighted scores together for the final result. Maximum possible is 5.0.

Interpretation:

• 4.0 and above: Strong hire - offer position with confidence
• 3.5 to 3.9: Hire with development plan - strong in some areas, may need support in budget management or crisis handling
• 3.0 to 3.4: Consider second interview - potential but questions remain, perhaps around client management depth or commercial awareness
• Below 3.0: Do not proceed - significant concerns that training cannot address

Customisation tips:

• Venues where profitability is under pressure might increase Commercial Acumen to 0.30 and reduce Cultural Fit to 0.10
• Venues building a reputation for exceptional events might increase Planning Skills to 0.35 and reduce Commercial Acumen to 0.20
• Venues with high coordinator turnover might increase Cultural Fit to 0.20 and reduce Planning Skills to 0.25

Final Recommendation

Based on all assessments, select your hiring decision:

• Strong Hire - Offer position immediately: Exceptional candidate with proven planning ability, strong client skills, and commercial awareness; move quickly before a competitor hires them
• Hire - Good candidate, offer position: Solid coordinator who meets your core requirements and will grow with experience at your venue
• Maybe - Conduct second interview or check references: Potential in some areas but gaps remain - consider a second interview with a more challenging planning exercise or verify event portfolio claims
• Probably Not - Significant concerns, unlikely to hire: Issues around planning rigour, client management, or commercial understanding that are unlikely to improve with training alone
• Do Not Hire - Not suitable for this role: Clear misfit for event coordination at your venue; don't proceed regardless of hiring pressure

Additional Notes

Record any observations, concerns, or follow-up actions that don't fit elsewhere. This might include:

• Specific reference check questions (verify event types and sizes claimed)
• Training needs around your venue's specific systems and processes
• Client management areas to develop if hired
• Supplier relationships they could bring to your venue
• Availability for weekends and peak event periods
• Salary expectations discussed and alignment with your budget

What's next

Once you've selected your event coordinator, proper onboarding is essential for retention and rapid effectiveness. See our guide on Event Coordinator onboarding to ensure your new hire learns your venue, builds supplier relationships, and starts delivering successful events from their first month.