1. 9-1 Chapter Nine Event Staffing

2. 9-2 Chapter learning objectives 9.1 Appreciate the importance of the staffing function to organisational effectiveness 9.2 Understand the nature of staffing in an event management context 9.3 Explain how human resource planning can be utilised to support the staffing function and enhance organisational performance

3. 9-3 Chapter learning objectives 9.4 Understand the key activities associated with the recruitment of employees and volunteers 9.5 Explain and evaluate the practices and techniques that can be utilised in the selection process 9.6 Understand the induction process for employees and volunteers 9.7 Explain how policies can be developed with regard to a broad range of employee and volunteer issues.

4. 9-4 Units of Competence and Elements SITXHRM501 Recruit, select and induct staff 1.Identify recruitment needs 2.Administer recruitment 3.Select staff 4.Plan and organise induction programs SITXHRM502 Manage volunteers 1.Research, determine and define needs for volunteer involvement 2.Undertake volunteer recruitment 3.Maximise volunteer retention 4.Ensure a positive experience for volunteers

5. Introduction Good staff are the key to a successful event. Investment in staffing procedures is a key element in that success. Staffing starts with human resource planning. Recruitment and selection of employees and volunteers require equal consideration. Induction processes are important in making staff feel valued. 9-5

6. Importance of the staffing function Strong link between staff expertise and quality products. Quality of events depends on staff performing their best the first time – no second chances. Sustainable competitive advantage comes from proficiency of staff. The best people are an event’s strongest asset. Selecting the best people is an investment in a company’s image and product. 9-6

7. The nature of staffing in the event industry Accurately forecast event staffing requirements. Acquire appropriately skilled and qualified employees. Attract prospective volunteers. Select the most suitable applicants. Facilitate induction or orientation to the role. Develop and implement appropriate employment policies. 9-7

8. Human resource planning Understand: –the type of talent required at any one time –where and how that talent can be acquired –how talent can be attracted. Become an ‘employer of choice’ –When the competition for talent is high, becoming an employer of choice is an important way of gaining a competitive advantage. 9-8

9. Human resource planning Becoming an employer of choice involves: –Developing and maintaining a positive and motivational work environment This applies to all functional areas of an events organisation and in all phases of the event management process –Developing and implementing appropriate human resource policies. 9-9

10. Human resource planning Demand forecasting –Estimating employee and volunteer requirements –Knowing the type of people required –Trend projection –Multiple regression. Supply forecasting –Assessing who is available to meet demand –Internal labour – those already employed –External labour – those who may potentially be employed –Develop a skills inventory 9-10

11. Human resource planning Bridging the gap between supply and demand –Gap between who is or can be employed and what is needed –Need to attract people with required skills –Back to becoming an ‘Employer of choice’ Having the capacity to attract the best employees has become critical to obtaining a sustainable competitive advantage. 9-11

12. Recruitment of staff and volunteers Objective of recruitment is not to create a large pool of potential staff. Need to have specific requirements outlined in order to attract the right people in adequate numbers. Should not create unrealistic expectations. Employers seek staff through various means. Internet, or e-recruitment, is increasing in popularity –Cost─ Accessibility –Reach─ Interaction –Speed─ Flexibility. 9-12

13. Recruitment of staff and volunteers Volunteer recruitment –Recruitment of volunteers usually differs from employees –Motivation is generally different for volunteers –Need to understand why people volunteer –For ongoing events, there is usually a pool of volunteers –‘Word of mouth’ is an effective method for volunteers. 9-13

14. Recruitment of staff and volunteers Key sources for recruitment include: –The internet –Newspapers –Specialist journals –Recruitment agencies –Word of mouth –Mail, noticeboards and flyers 9-14

15. Recruitment of staff and volunteers E-recruitment has a number of benefits including: –Cost –Reach –Speed –Accessibility –Interaction –Flexibility 9-15

16. Selecting the best applicants Selection can begin once a pool of applicants is chosen. Is the process of gathering information to evaluate who should be employed. Should consider characteristics of candidates: –Can-do ability –Will-do ability –Likely fit with the organisation. 9-16

17. Selecting the best applicants Interviews –Problems associated with interviews include: inaccurate information format of interview stereotyping and other influences are common –To be effective, interviewers should: avoid decisions on few characteristics avoid quick decisions communicate clearly avoid irrelevant questions ask standard questions –May have structured, panel or group interviews. 9-17

18. Selecting the best applicants Employment tests –To test physical or technical abilities –Gauge psychological aptitude to handle situations –Should form only part of the selection process. Application forms –Should gain information about skills, knowledge and attitudes of candidates. Resumes –Details of a candidates experience and qualifications –Written by candidates so need to be critically evaluated. 9-18

19. Selecting the best applicants Newer selection methods –Assessment centres –Biographical Information Banks (BIBs) –Employment tests. Selection criteria –No selection method is adequate on its own –Best to use two or more methods together relating to: task performance contextual performance –Needs to specify the type of person required. 9-19

20. Induction of employees and volunteers Introducing new staff to the organisation. Basic organisational and job information. Assist new starters to do their job. Different for employees and volunteers. Assists with confidence and efficiency. Higher probability of job success and satisfaction. 9-20

21. Induction of employees and volunteers Induction should include: –aims, objectives and values of the organisation –structures, systems and processes –rules and regulations –reporting relationships –key staff –roles, responsibilities and tasks of job role –performance expectations –safety requirements –organisational policies –tour of workplace. 9-21

22. The implementation of appropriate employee and volunteer policies Workplace health and safety –Compliance with legislation –Identifying, reporting and controlling hazards –Inspecting equipment –Conducting checks and updating procedures –Consultation and communication procedures –Initiatives to improve safety –Staff training for compliance and promotion –Developing a culture of safety 9-22

23. The implementation of appropriate employee and volunteer policies Workplace bullying –Repeated, systematic behaviour directed at one or more employees –Designed to victimise, humiliate, undermine or threaten –Risk to emotional, mental and/or physical health –Workplace bullying can include: abusive or offensive language teasing displaying degrading or offensive material spreading gossip and rumours –Policies should be developed to minimise bullying. 9-23

24. The implementation of appropriate employee and volunteer policies Sexual harassment –Type of bullying and sex discrimination –Creates conflict and reduces motivation –Can create severe emotional and psychological impacts –Includes: staring or leering requests for sex invitations on dates intrusive questions about private life unnecessary familiarity. Policies reducing unsafe practices are important. 9-24

25. The implementation of appropriate employee and volunteer policies Policies that can add to a workplace’s attractiveness include: –career and development opportunities –reward and incentive schemes –creativity and innovation. 9-25

26. Chapter summary Getting the right employee is an investment. Event success depends on the right staff. Competition for staff has increased, and sustainable competitive advantage is vital. Human resource planning is required to forecast staff requirements. Selection should focus on can-do, will-do and fit. Selection techniques include interviews and tests. Induction then prepares the candidate for duty Employment policies should reflect organisational culture and are the best way of becoming an ‘employer of choice’. 9-26