Event Planning and Management - Chapter 7

07 == Staffing and human resources in events -------------------------------------- -- -- - complex event delivery; - complex events team structures; - the pulsating nature of the events workforce; - staffing levels; - diversity; - the Event Management Body of Knowledge; -...

07 == Staffing and human resources in events -------------------------------------- -- -- - complex event delivery; - complex events team structures; - the pulsating nature of the events workforce; - staffing levels; - diversity; - the Event Management Body of Knowledge; - role descriptions; - communication; - working together, as individuals and organizations; - collaborative working and developing strategic partnerships. #### Complex people concerns in events #### Complex team structures #### The pulsating events workforce #### Developing an operational events team ##### Events roles 1. IDEA CAMP: October - Five-hour creativity workshop - Preparation (e.g. team\'s visual identification, necessary material, timetables) - Appropriate room layout for the creative process and to foster an inviting environment (e.g. inspiring sentences, background music) - Tasks with limited time for development: - Listing ideas - Definition of five criteria for idea assessment - Clockwise exchange of ideas between teams and assessing the three best ideas of the previous team - New exchange between teams + assessing the best idea - Filling in a poster with pre-given topics - Poster display and feedback on post-its from students and teachers 2. PROJECT CAMP: December - Ten-minute team pitch of the project - Fifteen-minute Q&A - Guests: Invited lecturers from other courses (e.g. tourism, management, entrepreneurship, marketing); alumni (now events professionals); trade specialists - This stage allows teams to gather additional feedback on the project 3. EVENT PLANNING: January--May - Delivery of strategical, tactical and productions plans, considering inputs from project camp - Communication and decision process with all stakeholders (sponsors, suppliers, partners, media, volunteers, etc) - Compulsory follow-up meetings with teachers throughout the semester (5--6 meetings/ average) - Tutorial sessions with teachers at teams' request (on-site, online, WhatsApp, etc) - Delivery of updated strategic and tactical plans (4 weeks before production) and production plan (1 week before production) - Site inspections - Contracts - Licensing - Rehearsals 4. PRODUCTION: May - Briefings - Setting up - [EVENT] (monitoring/managing) - Debriefings - Disassembly - Shutdown (communication, payments, receiving, reports, etc) - All moments under the guidance and supervision of teachers 5. EVALUATION: May/June - Group report (deeper analysis of every topic of the event) - Individual activity and analysis in a five-page report (self-evaluation; evaluation of team performance regarding processes, time management, commitment, relationships and leadership; performance of each team member; evaluation of the event from an external perspective) - 30-minute individual discussions with teachers about the whole learning process #### Developing role descriptions - Decide the scope of the events team -- what events activity the team will support, - Identify the benefits of events team support e.g. achieve organizational objectives; build new or strengthen existing stakeholder relationships; strengthen client organization's image and build trust with a key stakeholder group; include two- way communication with the target group and support improved effectiveness of the client's activities; and manage risk that could damage the client organization's reputation. - Key considerations in setting up an events team: that the team has the capacity or potential to expand to deliver the level of events planned; that the client has the financial resources to meet the costs incurred, a realistic budget is available and the budget holder has been identified; that the event objectives have been clearly expressed and approved by the client with appropriate signatory level assigned to the events manager; that there is a clear description of the size, locations and complexity of the event/s; and that there is adequate notice to attract the appro- priate audience and deliver a successful event. - Agreement on the scope of the event team's work, accountability and responsi- bilities feeds in to the overall evaluation of the event, in terms of whether or not they have been achieved. - Sample role descriptions for core events management team members are provided with the book's online resources which can be used as they stand, or adapted for your own use. #### Diversity and teams 1. Diversify representation 2. Forge partnerships with diversity-led organizations 3. Target market #### Recruitment and training #### The Events Management Body of Knowledge (EMBOK) #### Practical implications: staffing levels #### Wider team of teams: individuals working together #### Team-building tools - Energy: identifying the individual's focus on the inner or outer world. **Extraverts** gain more energy from being with others, while **introverts** gain more energy from their inner life. - Gathering information: identifying the individual's preference for gathering infor- mation. **Sensing people** gather specific concrete data, while **intuitives** make connections, interpreting and adding meaning. - Making decisions: identifying the individual's preference when making decisions. - Lifestyle: identifying the individual's focus within the outside world for structure or openness. **Judging** people prefer to live structured lives, using time to make decisions, while **perceivers** prefer to keep their options open to new information and emerging situations, putting off decision-making. #### Creatives and logics #### Companies working together -- corporate personality style? #### Understanding communication preferences -- -- -- -- -- -- #### Collaborative and partnership working -- a new way forward for events in the team of teams #### Staffing -- events team ##### Job descriptions - Lead strategic planning, management and delivery of national and local events. - Manage external resource sourcing, selection and procurement processes, e.g. venues, AV, personnel. - Manage events team. - Lead coordination of event facilitation, administration and technical support requirements. - Manage event evaluation and initiate improvements. - Coordinate and deliver event management, including venue liaison. - Coordinate speakers and facilitators. - Use online events management tool to deliver high-quality event administration. - Organize exhibitions, communications, e.g. delegate packs, email. - Provide on-site event management, including managing relationships with exter- nal suppliers. - Maintain requisition and ordering processes. - Deliver all aspects of event administration, including delegate bookings, produc- tion of delegate packs and delegate resources where required and provide post- event online access to materials. - Use online events management tool to deliver high-quality event administration. - Respond to queries; manage team email inbox. - Organize team travel and accommodation. - This chapter has explored the unusual nature of the events industry, which requires much larger numbers of staff to deliver an event than it does to develop it. - It recognizes the reality that many events management teams face multiple event delivery dates and ongoing development of new events in the planning stages. This all adds to the complexity of developing teams that are able to work together successfully, often at short notice, and with little time for introductions. - The chapter introduces some useful tools, such as Belbin and the Myers--Briggs Type Indicator, which can be used to develop a team approach and offer practical ways of communicating more effectively within a team, enhancing the team's ability to perform. - It suggests partnership opportunities and provides a range of role descriptions that may be useful when planning your events team. - Without a team, events don't happen. Developing a collaborative approach in which team members appreciate those who add value in different ways is more likely to lead to a successful event. 1. What qualities would you look for in recruiting a member of an events team? 2. How would you go about recruiting new events professionals to work for your organization? 3. How could you widen the diversity of your events team?