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rt-term nature of
the employment offered; working to short timelines to hire and select staff, and to
develop and implement staff training; and needing to shed staff quickly. Also,
volunteers, as opposed to paid staff, often make up the bulk of people involved in
delivering an event. In some instances, events are run entirely by volunteers. The
challenges presented by this situation are many, and relate to such matters as sourcing
volunteers, quality control, supervision, training and motivation. Later parts of this
chapter suggest responses to these challenges.
The human resource planning
process for events
Human resource planning for events should not be viewed simply in terms of a
number of isolated tasks, but as a series of sequential interrelated-processes and
practices that take their lead from an event’s vision/mission, objectives and strategy.
If an event seeks to grow in size and attendance, for example, it will need a human
resource strategy to support this growth through such means as increased staff
recruitment (paid and/or volunteer) and expanded (and perhaps more sophisticated)
training programmes. If these supporting human resource management actions
are not in place, problems such as high staff/volunteer turnover due to overwork,
poor quality delivery and an associated declining marketplace-image may result,
jeopardizing the event’s future.
Events will obviously differ in terms of the level of sophistication they display in
the human resources area, given factors such as their access to resources in terms of
money and expertise. For example, contrast a local community festival that struggles
to put together an organizing committee and attract sufficient volunteers with
a mega-event such as the Olympic Games. Nonetheless, it is appropriate that the

Considerations associated
with human resource planning
for events
The context in which human resource planning takes place for events can be said to be
unique for two major reasons. First, and perhaps most significantly, many events have
a ‘pulsating’ organizational structure (Hanlon and Jago, 2000; Hanlon and Cuskelly,
2002). This means they grow in terms of personnel as the event approaches, but
quickly contract when it ends. From a human resource perspective, this creates a
number of challenges, including obtaining paid staff given the short-term nature of
the employment offered; working to short timelines to hire and select staff, and to
develop and implement staff training; and needing to shed staff quickly. Also,
volunteers, as opposed to paid staff, often make up the bulk of people involved in
delivering an event. In some instances, events are run entirely by volunteers. The
challenges 代写ESSAY presented by this situation are many, and relate to such matters as sourcing
volunteers, https://www.51lunwen.org/customEssay/quality control, supervision, training and motivation. Later parts of this
chapter suggest responses to these challenges.
The human resource planning
process for events

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