HR to pose Games’ sternest chal­lenge

Weekend Gold Coast Bulletin - - BUSINESS - WITH KATH­LEEN SKENE & ALIS­TER THOMSON GOT A BUSI­NESS STORY? Email Kath­leen or Alis­ter kath­ alis­ NIGEL DAVIS SOUTH­ERN CROSS UNI­VER­SITY South­ern Cross Uni­ver­sity post­grad­u­ate stu­dent

AUS­TRALIA’S at­ten­tion will turn to the Gold Coast in 2018 to lis­ten, watch and at­tend the Com­mon­wealth Games.

The com­mu­nity will be faced with a mul­ti­tude of chal­lenges not least of which will be mak­ing the most of the eco­nomic and so­cial ben­e­fits brought about by an event of this scale.

Busi­ness will be tested on many fronts, none pos­si­bly more so than in hu­man re­source man­age­ment.

The types of hu­man re­source (HR) is­sues will vary, de­pend­ing on the or­gan­i­sa­tion.

Hos­pi­tal­ity, for ex­am­ple, will have labour force scarcity. They are go­ing to need to re­cruit short-term staff to ser­vice fully-ac­com­mo­dated ho­tels.

Bars, night­clubs and pubs will face in­creased need for se­cu­rity per­son­nel and bar staff. Restau­rants will need qual­ity, well-trained wait­ing staff.

Coun­cils and as­so­ci­ated aux­il­iary or­gan­i­sa­tions will be tested, with work­ers from bus and train ser­vices, to clean­ing and waste re­moval stretched. CBD of­fice-based or­gan­i­sa­tions will ex­pe­ri­ence HR is­sues in re­gards to in­creased leave re­quests from staff to at­tend events, road con­ges­tion and flow lead­ing to work­ing hour is­sues, and po­ten­tial for in­creases in sick leave due to the so­cial as­pects of the event.

If we take the hos­pi­tal­ity in­dus­try, more specif­i­cally the restau­rant sec­tor as an ex­am­ple, many HR pro­cesses will need to be in place to max­imise com­pet­i­tive ad­van­tage.

Firstly, an ap­pro­pri­ate cache of staff will need to be em­ployed to meet the de­mand of the com­mu­nity and tourists.

Ef­fec­tive train­ing de­signed to align staff per­for­mance and ap­proach with the busi­ness ob­jec­tives and ide­olo­gies will need to be put in place.

Mo­ti­vat­ing per­for­mance strate­gies such as the keep­ing of tips or a per­cent­age thereof needs for­mu­lat­ing. Also, a con­tin­gency labour com­po­nent to cater for ill­ness, com­mut­ing is­sues re­sult­ing in no-shows and in­creased un­avail­abil­ity due to the Games.

The rise in pop­u­lar­ity of ‘work­ing travel’ means man­agers and HR man­agers alike must cater to the in­ter­ests of prospec­tive staff based on what their needs are as well as be­ing able to rapidly em­ploy and train a labour force.


A tran­sient work­force will be drawn to a busi­ness which in­tel­li­gently pro­motes it­self as a flex­i­ble, en­tic­ing des­ti­na­tion.

The com­plex­i­ties in­volved will test the skills of the sin­gle owner more than the larger chain restau­rants. The busi­nesses which have the best HR poli­cies and best-fit style strate­gies will achieve com­pet­i­tive ad­van­tage.

The op­por­tu­nity to learn and pros­per lead­ing up to and post the 2018 Games will cer­tainly test the abil­ity of busi­ness to man­age its most im­por­tant re­source – peo­ple.

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