LOGO

HUMAN RESOURCES MANAGEMENT

AND EVENTS
3. HR PLANNING PROCESS

Figure 6.1 The human resource

planning process for events
Source: adapted from Getz (2005),
p. 221
3.1 HR Strategy and Objectives

 3.1.1 Strategy
 Cost containment
 Improved quality
 Improved organizational effectiveness
 Enhanced performance (social and legal)

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.147-p.148.
3.1 HR Strategy and Objectives

 3.1.2 Staffing
Staffing is the main strategic decision area for event managers in the area of human resources, because
without staff there is nothing really to ‘strategize’ about.
Getz (2005, p. 222) suggests one way of undertaking this task in the context of events, involving a three-
stage process:
 Identify all tasks associated with event creation, delivery and shutdown
 Determine how many people are needed to complete the range of tasks associated with the
conduct of the event
 List the numbers of staff/volunteers and supervisors and the skills/experience/ qualifications
needed to form the ‘ideal’ workforce for the event.
Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian
McDonnell, (2006). Event Management (2th edn). Routledge, p.147-p.148.
3.1 HR Strategy and Objectives
 3.1.3 Job Analysis

Job analysis, sometimes referred to as job evaluation, is an important aspect of this stage of the human
resource planning process.
According to Stone (2002), questions answered by this process include:
• What tasks should be grouped together to create a job or position?
• What should be looked for in individuals applying for identified jobs?
• What should an organizational structure look like and what interrelationships between jobs should
exist?
• What tasks should form the basis of performance appraisal for an individual in a specific job?
• What training and development programmes are required to ensure staff/ volunteers possess the
needed skills/knowledge?
Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian
McDonnell, (2006). Event Management (2th edn). Routledge, p.148.
3.1 HR Strategy and Objectives

 3.1.4 Job Description

- Beardwell, Holden and Claydon (2004) report that problems can arise if job descriptions are not
regularly updated, which may be the detrimental to the development of the staff and organization.
- Job descriptions commonly include the following information:
• Job title and commitment required
• Salary/rewards/incentives
• Job summary
• Duties and responsibilities
• Relationships
• Know-how/skills/knowledge etc
• Authority
• Performance standards

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.148-p.149.
3.1 HR Strategy and Objectives

 3.1.5 Job Specification

 Derived from job description
 Identifies the experience, qualifications, skills, abilities, knowledge and personal characteristics
needed

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.150.
3.2 Policies and Procedures

According to Thompson with Martin (2005, p. 758), ‘Policies are designed to guide the behaviour of
managers in relation to the pursuit and achievement of strategies and objectives’. He notes that they: .
- guide thoughts and actions – for example, an event manager who declines to consider an application
from a brother of an existing employee may point to a policy on employing relatives of existing
personnel if there is a dispute .
- establish a routine and consistent approach – for example, seniority will be the determining factor in
requests by volunteers to fill job vacancies .
- establish how certain tasks should be carried out and place constraints on management decision
making – for example, rather than a manager having to think about the process of terminating the
employment of a staff member or volunteer, they can simply follow the process already prescribed

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.150-p.152.
3.3 Recruitment, Selection and Induction

 3.3.1 Recruitment
 Use stakeholders
 Write sponsorship agreements
 Identify potential volunteer sources
 Second staff
 Utilize programs for the unemployed
 Gain assistance of media
 Register with volunteer agencies

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.152-p.153.
3.3 Recruitment, Selection and Induction

 3.3.2 Selection
 When selecting among applicants, Robertson and Makin (1986) (cited in Beardwell and Holden,
2001) suggest considering the following factors:
• Past behaviour (Biographical data)
• Present behaviour (Test, interview, assessment, portfolios)
• Future behaviour

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.156-p.158.
3.3 Recruitment, Selection and Induction

 3.3.3 Induction
 Basic information about the event
 Tours of venues and relevant locations
 Introductions to other staff and volunteers
 Introduction to the organizational culture, history and working arrangement
 Overview of training programs

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.159-p.160.
3.4 Training and Professional Development

According to Armstrong (2003), learning, training and professional development should be considered in
terms of meeting business needs and strategies.
Training focuses on providing specific job skills/knowledge that will allow people to perform a job or to
improve their performance in it.
Professional development, on the other hand, is concerned with the acquisition of new skills, knowledge
and attitudes that will prepare individuals for future job responsibilities.
• Training provides specific job skills/knowledge to perform a job or improve
• Professional development is the acquisition of new skills, knowledge and attitudes for future job
responsibilities
• A training needs assessment determines the gap between current performance of staff and their desired
performance
Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian
McDonnell, (2006). Event Management (2th edn). Routledge, p.161-p.162.
3.5 Supervision and Evaluation

- One of the key tasks of supervisors and managers is that of performance appraisal. This task involves
evaluating performance, communicating that evaluation and establishing a plan for improvement.

- Integral to the appraisal system are rewards that paid staff receive in the form of salaries, bonuses, profit
sharing, promotion to other jobs or other events and benefits such as cars and equipment use (for
example, laptop computers). Options also exist to reward volunteers for their efforts. These include:

 training in new skills

 free merchandise (for example, clothing, badges, event posters)
 hospitality in the form of opening and closing parties, free meals/drinks
 certificates of appreciation
 opportunities to meet with celebrities, sporting stars and other VIPs.

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.162-p163.
3.6 Termination, Outplacement, Re-enlistment

 Termination action may be necessary in instances where an employee breaches the employment
contract (for example, repeatedly arriving at the workplace intoxicated) or continually exhibits
unsatisfactory performance.
 Outplacement is the process of assisting terminated employees (or indeed volunteers), or even those
who choose to leave the event organization voluntarily, to find other employment.
 With recurring events, such as annual festivals, opportunities often exist to re-enlist for paid or
voluntary positions.

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.164-p165.
3.7 Evaluation of process and Outcomes

• To determine how well, or otherwise, the process is working, it is necessary to

obtain feedback from relevant supervisory/management staff, organizing
committee members, and paid and voluntary staff.

• The California Traditional Music Society, for example, uses a questionnaire to

obtain feedback from volunteers (Figure 6.10, p. 167).

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.165-p166.
 4. MOTIVATING STAFF AND VOLUNTEERS
4.1 Content Theories
• Maslow's hierarchy of needs: (1954)

Maslow’s (1954) hierarchy of needs, popularized the idea that needs

are the basis of motivation. In essence, Maslow’s theory proposes
that lower order needs must be satisfied before people are motivated
to satisfy the next, higher need. That is, people who are trying to
satisfy physiological needs of hunger and thirst have no interest in
satisfying the need for safety until their physiological needs are
satisfied.
The first three needs are perceived as deficiencies; they must be
satisfied to fulfil a lack of something. In contrast, satisfaction of the
two higher needs is necessary for an individual to grow emotionally
Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian
and psychologically. McDonnell, (2006). Event Management (2th edn). Routledge, p.166.
 4. MOTIVATING STAFF AND VOLUNTEERS

4.1 Content Theories

• Hertzberg's two-factor theory suggests event
managers can motivate staff and volunteers by:
- instituting processes of recognizing achievement .
- empowering staff so they can take responsibility for
the outcomes of their part of the event .
- providing opportunities for them to grow in skills,
experience and expertise

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.166-p171.
4. MOTIVATING STAFF AND VOLUNTEERS

4.2 Process theories

 Equity theory

Based on the premise that all employees/volunteers expect to be treated fairly

 Expectancy theory

Based on the belief that by acting in a particular way a particular outcome will result

Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian

McDonnell, (2006). Event Management (2th edn). Routledge, p.166-p171.
EXERCISE 1: FILL IN THE BLANK

1) One of the key tasks of supervisors and managers is that of ___________. This task involves evaluating performance,
communicating that evaluation and establishing a plan for improvement. The ultimate outcomes of this process are a better
event and more competent staff and volunteers.

2) ________ is the process of assisting terminated employees (or indeed volunteers), or even those who choose to leave the
event organization voluntarily, to find other employment.

3) A formal approach to training needs assessment serves to determine whether training taking place is ______ and whether
any training needs are not being met provided by the event.

4) _________is derived from the job description and seeks to identify the experience, formal qualifications, skills, abilities,
knowledge, motivation and personal characteristics needed to perform a given job.

5) ________ using stakeholders (for example, local councils, community groups, sponsors and event suppliers) to
communicate the event’s staffing needs (volunteer and paid) to their respective networks.
EXERCISE 1: FILL IN THE BLANK

1) One of the key tasks of supervisors and managers is that of performance appraisal. This task involves evaluating
performance, communicating that evaluation and establishing a plan for improvement. The ultimate outcomes of this process
are a better event and more competent staff and volunteers.

2) Outplacement is the process of assisting terminated employees (or indeed volunteers), or even those who choose to leave
the event organization voluntarily, to find other employment.

3) A formal approach to training needs assessment serves to determine whether training taking place is adequate and
whether any training needs are not being met provided by the event.

4) A job specification is derived from the job description and seeks to identify the experience, formal qualifications, skills,
abilities, knowledge, motivation and personal characteristics needed to perform a given job.

5) Recruitment using stakeholders (for example, local councils, community groups, sponsors and event suppliers) to
communicate the event’s staffing needs (volunteer and paid) to their respective networks.
EXERCISE 2: MATCHING 1b; 2a; 3d; 4c; 5e

1) Trainning a. action may be necessary in instances where an employee breaches the employment
contract (for example, repeatedly arriving at the workplace intoxicated) or continually
exhibits unsatisfactory performance.

2. Termination b. focuses on providing specific job skills/knowledge that will allow people to perform a
job or to improve their performance in it.

3. Staffing c. With recurring events, such as annual festivals, opportunities often exist for paid or
voluntary positions.
4. Re-enlist d. the main strategic decision area for event managers in the area of human resources

5. Employment law e. regulates how employers deal with their employees in terms of pay and conditions, and
prevents discrimination in relation to race, sex or disability.