Human Resource Management


The 2012 London Olympic games is an international event, which not only brings the world together, but it also reflects a nation’s coeffective synchronization throughout its planning and successful realization of its objectives and the courage to sustain and harmonize all groups associated with the event.

It is also an event that has rapidly developed a considerable contribution to businesses and other leisure related activities that integrates all forms of tourism at an extensive level.

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The magnitude of the event comes with the increased growth of both government and corporate involvement, which further complicates the environment that now calls for a high level of resonance from the Olympic committee and event managers who should identify and tune-up with a wider range of stakeholders in order to bring a sense of balance to their needs and main objectives (Iryna 2009, p.10).

For this reason, Human Resource Management (HRM) in any goal oriented organization should be deeply concerned with how to secure and coordinate the various kinds of resources that takes account of facilities, materials, finances, and people, who are the most critical yet the most problematic group since they represent the human resource.

The environment that surrounds the preparation for the Olympic event is such a challenging task since it deals with a handful of both logistical concerns and a diverse team of individuals, and for this reason, the HRM process is an effective way of designing and staging the event successfully by giving a critical look on the overall Olympic context and learning from past mistakes witnessed in other past events of the same magnitude.

Since the Olympic games is a long-awaited event and a highly rated event, it’s always advisable to carefully note the importance of personnel management through the administrative functions it encompasses in both customary and traditional means that work towards bringing employee motivation and satisfaction with things such as rewards, bonuses, compensation, and the overview of work responsibilities.

For this reason, HRM practices are profusely merged with personnel administration to form work groups and effective strategies that will address any challenges that may arise in the course of event planning and job creation which are just some of the primary motivators leading up to the event (Chelladurai & Alberto 2006 p. 65).

An effective HRM practice should is expected to consequently recruit, orient and train good employees who are either employed casually or temporarily, in order to acquaint them with the necessary objectives and targets that call for the adequate use of time and resources (Wilton 2010, p.165).

The changing alignments in HRM strategy and internal practices in the modernized world is more perceptible when effectively implementing business strategy since the event also aims at making profit, while showcasing brilliance in its management planning. A special consideration should therefore be given to the people, who are usually the ones who convert all the other factors of the Olympic process into ‘real’ resources that can be worked upon.

Therefore, a careful way of dealing with the workforce should be very cognizant of their rights, needs and values (Lynn, 2006, p.16). For instance, equipments and facilities such as a computer, basketball, and an ice rink are only resourceful when they are competently used for their purpose in an appropriate manner.

Therefore, from this perspective, the 2012 London Olympic Games Committee should combine numerous features that are universally shared with other nonprofit associations that have inclusive characteristics of the typical sporting sector in the broadest manner, while also deriving values and main cultural features that specifically correlate the Olympic movement and spirit.

The HRM practice for the Olympic Games should be highly prioritized since it is a package of a wide range of products that includes goods and services, which are primary to the event that should also incorporate an elevated consideration into transport, service, food, queues, tickets, the environment, security, and the event merchandises.

In other words, the role of strategic HRM is highly emphasized and the importance of its fitting with the external environment (Chelladurai & Alberto 2006, p 31-65). Therefore, the general event product should be an inimitable blend of activities which are the operational tools for maximum achievement of the much sought after satisfaction, needs, and aims of the Olympic event upon its instigation and conclusion.

The 2012 London Olympic event must then meet all the necessary human needs at all levels which is in concert with the management of human resources. By doing this, the HRM practices will realize a critical process of product planning for its main objectives, while also providing an optimal experience to the audience and the world at large.

As an independent Human Resource Consultant, the following outlooks will help guide the UK Olympic committee for the 2012 games on some fundamental concerns and proposals that will help forge unity among the team that comprises thousands of casual and temporary staff.

The Human Resource Planning and Recruitment Process

The main purpose of the Olympic committee is to formally recognize the main purpose of the event while also monitoring the progress towards realizing these goals, and the committee members should be responsible on matters dealing with finance, marketing, production, operations, and staffing.

The HRM process portrays much more than just the selection an d recruitment of staff and volunteers and the Olympic committee should therefore select a highly competent in-line managers and directors who posses an exemplary experience in such assignments so that they will constantly be their hands, eyes, and ears on the ground in order to oversee the foundation of the overall project while effectives dealing with the personnel who are most instrumental at this stage(Chelladurai & Alberto, 2006, p. 31-65).

The Human Resource (HR) managers should be tasked with the authority to direct the activities of the people in their departments and any other service areas that are interrelated. Although the authority they posses come with the proficiency of their job description within the HR department, they should not over-exert their implied authority and crucial decisions should only be left with the committee members.

Each departmental manager should also synchronize personnel activities for the purpose of a functional authority which will ensure that the HR policies and practices are effectively implemented. However, in order to meet the following obligations regarding unity enforcement, the Olympic committee should include various stakeholders and social partners to sequentially address matters dealing with their efficiency and cost-effectiveness.

1. Design and implementation of a staffing policy

This policy should encourage equality in the staff hiring process and will emphasize on a thorough examination of job candidates and considerably adhering to their academic or skill qualifications before they are hired. This eliminates nepotism and other forms of corruption associated with the process and significantly promote a diverse pool of job applications.

The potential candidates are also required to undertake various personal tests that will confirm their suitability. This brings in professionalism, efficiency, and credibility within the organizations as only the best will be considered. It will also help the process stick to its ethics by eliminating unacceptable interview questions.

However, this policy can meet its full potential if the hiring decisions take into account the level of degree to which the candidates demonstrate through their past actions the values vital to the project’s philosophy that encourages diverse workplace relationship (Burke & Copper 2005, p. 161).

This is process stands out to be most fundamental since it will put a pervasive mood on the whole event which is likely to be identified with both local and international stakeholders.

This process will ensure that the most skilful and well capable persons are chosen without adhering to the various dimensions of discrimination that may range from race, ethnicity, age, culture, social status, sexual orientation, ethnicity, religion, language, and any other form of preconceived notion. The selection process should not cut off any persons willing to volunteer on the event project and should act on bringing diverse groups together since its one of the main objectives of the whole event.

The hiring process should also be well structured and convenient for optimal interview training systems with an interview panel overseeing the recruit process with appropriate job duty that is relevant with ones profession and qualifications (Wilton 2010, p. 153).

In general, diversity in this process is a first step towards creating an inclusive work environment that will eventually motivate employees, improve the interpersonal skills of staff members, while encouraging creativity and comprehensive innovation.

In order to foster local unity that will eventually pass onto the staff, the recruitment process should also engage the local community and organizations together with other selection methods that will give consider the On Demand Recruiting Services (ODRS) since it’s a specialized recruiting service that works to support short-term projects with no expense of keeping hold of traditional search firms.

Due to the fact that the Olympic event project works on a specific timeline, such recruit services will help in the expenditure planning since they are paid by hour or even on the project worked as an alternative to the percentage fee.

The general concept in this process is to manage diversity that will help promote the appreciation of service, thoughts, and understanding which will help unify our employee differences that can eventually turn into an asset with work being done cooperatively, effectively, and more efficiently.

2. Design and implement an anti-harassment policy that protects Diversity Group Members

Diverse groups facing any form of harassment and victimization are legally protected in the law and the violation of this law is grounds for punitive action by any disciplinary body. Such claims should first be channeled through departmental heads who should try solving the issue internally. This will help in combating any hate speech or action against minority members. It will motivate competent and talented members join a workplace knowing that they will be judged on merit and not stereotypes (Wilton 2010, p.165).

It will also set in harmony in the workplace and improve productivity as no time will be wasted on unwarranted squabbles. However, this policy should be generalized in the workplace so that everyone is included, and by doing this no one is exceptional and can be prosecuted or have his contract being terminated. This will gradually change mindsets and attitudes between employees and set in respect.

3. Design and implement a global equity policy

This policy will help to provide all indispensable ingredients needed in the efforts of reducing gender inequalities among the event staff. It will also improve productivity in large through a balanced and fair workplace relations system, in consistent with the organization’s core values. It will provide for equal remuneration of work and its value, and protect genuine workplace representation while enshrining collectiveness.

A global employment equity and representation in the workplace will make a vast difference in the social and economic fate of many around the world, and as well as improving competitiveness among organizational enterprises. In order for this policy to meet its obligations, organizations should raise staff awareness by designing and conveying programmes that support equity aims (Chelladurai & Alberto 2006, p.65).

4. Train Managers on the requirements of the Employment Equity Act

This creates a cordial working relationship between the manager and employee because diverse personnel comprise a massive set of values, beliefs, understandings, unique information, and ways of viewing the world. Managers will know the rules and regulations needed when working with a diverse workforce, and this will help in elimination of cases associated with rights infringement. This will also help in solving any grievances within the workplace.

It will also help eliminate unfair promotion, training, suspension, test, or demotion of an employee by the managers. Generally it will eliminate stereotype mind-sets at managerial level. However, this fairness in the workplace can be promoted through workshops that will help managers see a positive side of an employee through communication.

Managers should openly exhibit and champion diversity in the workplace by investing more time and effort in recognizing and inviting diverse backgrounds into the Olympic project, and also holding out social events that will foster this understanding (Epstein & Manzoni 2006, p.222).

5. Implement and Utilize Information Technology to Promote Unity

The introduction of Information Technology (IT) in HRM has over the years had a tremendous significance for both the management-employee cooperation and communication.

The application of IT in the Olympic project can also be used in a wide range of choices to include alternative options within the work organization. The management should then required to enforce these changes that will make way of the use of technological equipments and facilities that will help foster communication for all associated with the Olympic event(August & Jennifer 2004, p.322).

However, in order to bring understanding, the management should train and negotiate with its employees and their representatives to sequentially make relevant changes while ensuring that these arrangements will effectively bring proficiency to those working with IT (Desleigh, Marcia & Sylvia 2006, p.15).

Therefore, by setting up a communication centre, employees are able to communicate with the management and vice versa. The general public can also benefit from this since they can also get any relevant assistance regarding the progress of the Olympic project.

Both the HRM system and employees in the 2012 London Olympic project can all utilize various Wireless Communication equipments, and back-to-back digital interconnectivity systems and equipments that rarely requires anything complicated than the standard exchange of e-mails, making phone calls to colleagues, and coordinating meeting times since such a global event incorporates individuals from different time zones (August & Jennifer 2004, p.322).

These technological equipments can also help both management and employees in the coordination of day-day work, while remotely supporting the numerous business activities within the project. As a result, each managerial department should be suitably quipped with communication equipments that will promote the free-flow of work and communication within such a wide personnel network.

Incase of an urgent notification or meeting, both the management and staff can remotely communicate through teleconferencing and videoconferencing systems if the situation does not call for a personalized meeting. These equipments will also harmonize coordination among staff of different departments in regards to project budgeting, marketing, sales, ands so on.

Since the deployment of IT equipments stands a good chance of eradicating any form of confusion between employees, each staff member in various departments should be provided with communications equipment in order to maximize their potentiality in the project.

The IT form of communication will help eradicate and any type of paper communication that is unreliable. It will also help locate and account for employees who are on site or anywhere else incase of an emergency situation through phone call confirmation or even location them through GPS system.


These policy procedures are meant to improve the overall HRM level of standards since it’s a major component of any organizational setting that strives to attain a certain objective. The Olympic event is heavily swayed by the current social and environmental trends which have dire consequences if ignored.

In this case, a comprehensive HRM system should aim at addressing financial, logistical, and Staff concerns. The prevalent issues concerning employee disunity sets upon stereotypes due to a non-diversified work environment, and the 2012 London games is one event which should detest such claims by promoting unity amongst staff.

The increasingly globalized world also calls for a diverse workforce or else, such an event would competitively ‘get beaten’ in the market place, encompass low productivity rates or face image risk. As an instrument against discrimination, organizational diversity can also be viewed as a strategic resource in eliminating this social-vice.

Unity can also be promoted effective if employees are duly compensated for an outstanding job done and should not be selective in awarding them. However, some disunity also does arise due to a shortfall in communication and the use of technology can prove to be a tremendous achievement in the overall London Olympic Games.


Burke, J. R. & Copper, L. C. 2005, Reinventing Human Resource Management challenges and new directions, Routledge, New York. p. 161-162.

Chelladurai, P. & Alberto, M. 2006, Human resource management in Olympic sport organizations, Volume 3, Human Kinetics Publishers, Illinois. p. 31-65.

Desleigh, D. J., Marcia, J. S. & Sylvia, R. 2006. Assistive technology in the workplace. Elsevier Health Sciences. Philadelphia. P 13-15.

Epstein, J. M., & Manzoni, F. J. 2006, Performance measurement and management control: improving organizations and society, Emerald Group Publishing. West Yorkshire, England. P 214 – 222.

Iryna, S. 2009, Managing Diversity in the Workplace,GRIN Verlag, Norderstedt, Germany.

Lynn, W. 2006. Human Resource Management for Events: Managing the Event Workforce, Elsevier, Massachusetts. P 14-16.

August, E. G. & Jennifer, H. M. 2004, Communication Technology Update, Focal Press Massachusetts. P 321-322.

Wilton, N. 2010. An Introduction to Human Resource Management, SAGE Publications California. Pp.153 -165.